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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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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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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IFLP is proud to collaborate with the above list of innovators and early adopters.


Later this month, the Institute for the Future of Law Practice (IFLP, or “I-flip”) will celebrate its one year anniversary. Before that, it was just an idea in the minds of a few dozen lawyers, legal educators and allied professionals.  In


Innovation hype is alienating too many practicing lawyers. This is because we forgot that lawyers innovate in the realm of substantive law.  It’s time to fix that.


Last year I was at a conference on law firm innovation organized by the Ark Group. To close things out, the event’s chairperson, Patrick McKenna, walked attendees

If a successful large law firm faced an Innovator’s Dilemma, what would it look like?

On the one hand, the firm has a wonderful set of endowments: (1) longstanding and lucrative relationships with industry-leading clients; (2) a business that requires very little operating capital yet generates significant cash and profits; and (3) an established