Photo of Bill Henderson


The LexBlog Network includes more than 1,000 legal blogs and 23,000 authors, including Legal Evolution.  Twenty years ago, a lawyer would have to travel to a law library to access the depth and breadth of content that is now available to anyone with an internet connection.

Thus, it is a remarkable achievement that regular contributor Evan Parker took home two of six Lexblog Awards for Exemplary Writing:
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A story for the New Year.  Maybe you can relate.


I recently turned 57 years old.  Although I am dismayed and disappointed by many things happening in our republic, and impatient with an industry, profession and educational complex that is supposed to operate in the public interest, whatever quantum of cynicism I possessed went away in 2019. Moreover, it happened quickly, albeit many of the pieces were put into place more a decade ago.
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Photo by Ed Robertson on Unsplash

This week, I’m pleased to welcome back occasional contributor Dan Currell, who in today’s feature post reviews the recently published book, The Trust Revolution, by M. Todd Henderson and Salen Churi. See Post 130.

Dan’s return provides an opportunity to explain his mysterious title (Former Managing Director, AdvanceLaw) in the right side bar.  Dan’s current title is Senior Advisor in the Office of Finance and Operations at the U.S. Department of Education.  But to post that title would arguably require a clarification that Dan’s views are his own and not necessarily those of the current Administration or the Department of Education (in the unlikely event either has views on legal innovation). 
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“I make innovation less risky and more accessible to the many brilliant lawyers in our firm.” — Anusia Gillespie


I am pleased to introduce today’s guest contributor, Anusia Gillespie, who currently serves as Director of Innovation at Eversheds Sutherland (US).  As demonstrated in Post 128, Gillespie has the full innovator’s tool box:  multiple perspectives (law, design, business operations, technology, and strategy), systems thinking, intellectual courage, astute observation, and the patience and confidence to learn through controlled trial and error.
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One-to-many legal solutions are built by teams of multidisciplinary professionals. It’s time to build a legal talent supply chain.


The above graphic is a map of the human capital needed to create “one-to-many” legal solutions (Human Capital Map).  It’s a dense graphic on a complex topic. To explain its structure and the key insights it provides, I’ll cover the following topics:
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A couple of years ago, a talented group of legal professionals began working on a competency model that reflects and fully captures the skills of 21st century legal practice — a daunting task, but perhaps one ideally suited for a patience, persistent, multidisciplinary team.  In today’s feature post (125), the group shares their work product, which is called the Delta Model.
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For today’s feature article (Post 123), I am pleased to introduce, Tim Mohan, Chief Executive Partner of Chapman and Cutler, an AmLaw 200 focused on financial institutions and financial services companies.

I met Tim more than a decade ago because he was one of the few law firm leaders who regularly attended programs on law firm management.  More often than not, Tim was there as an attendee rather than a speaker, quietly collecting data points to help him understand the market and formulate a strategy that could help his firm succeed. 
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No matter what happens, we’re all going to learn something.


In 2014, I was invited to lunch with Joe Andrew, the chairman of Dentons, in his DC office.  The invitation came from John Fernandez, an Indiana Law alum who joined Dentons a couple of years earlier after two decades in government.  Joe and John came up through the ranks together in Indiana Democratic politics, with Andrew eventually becoming Chairman of the Indiana Democratic Party (from 1995-1999) and Chairman of the Democratic National Committee (1999-2001).
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