Reflections on the connection between specialization and innovation


Your mother needs heart valve replacement surgery, and it’s time to choose between doctors. You will have to explain yourself to two siblings and a few other relatives, but as a practical matter the choice is in your hands. You interview two potential surgeons. Here’s what they have to say:
Continue Reading The Swiss Army Lawyer (138)

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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:
Continue Reading Human capital for one-to-many legal solutions (126)


“Everything should be made as simple as possible, but not simpler.”    — Albert Einstein


The members of the Delta Model working group imagine a world, not too far off, where law schools, legal employers and clients all share a common touchstone for lawyer development.  For the last two years, we’ve been working on such a touchstone, which we call the Delta Model.  Our current version is expressed in the graphic above.
Continue Reading The Delta Model: simple, accurate, versatile (125)


Our profession evolves through people. Some are stepping up.


Everyday, when I am paying attention, the world is nudging me to let go of something wrong and unhelpful. A friend of mine calls it “dropping the rock.”  The rock is an assumption about how the world operates that can’t be reconciled with an honest evaluation of facts and experience.
Continue Reading Dropping the Rock: three examples (112)

Source: Randall Kiser, DecisionSet

American law firms are threatened by acute needs and limited capabilities in three domains: leadership, meaning, and service.


Media attention shifts rapidly from law firm profitability to gender bias and from technology to new lateral partners. Yet, if we pull back to conduct a deeper analysis, what we observe is a law firm sector grappling with three interrelated threats that are seldom the focus of sustained attention:  insufficient leadership, attorneys’ lack of meaning and purpose in their work, and client service. As shown in the above graphic, these three domains are the linchpins of law firm performance and sustainability.
Continue Reading Law firm leadership (111)


The answer appears to be yes. A deep dive into Hotshot.


For many of us, success is partially a function of being at the right place at the right time.  Yet, this type of luck often has even larger second-order effects, such as the ability to see new and emerging business opportunities.  Indeed, this is how I see the careers of Ian Nelson and Chris Wedgeworth, who were part of the sales team that helped Practical Law Company (PLC) enter and dominate the U.S. market.
Continue Reading Is just-in-time training for lawyers a good business? (102)

Photo by Sagar via Unsplash / Like all complex ecosystems, the legal industry and its problems are interdependent and connected.

Disillusionment abounds and frustrations run high in the legal industry: nearly all signals scream at us to innovate faster. Inspire.Legal flipped the script by asking us to stop, collaborate and listen.