Lawyers love the expression “better, faster, cheaper—pick two.” But what happens when there is a change in the state of the art such that gains in all three are possible and the only constraint is a workforce with the requisite state-of-the-art skills?
Continue Reading When is a generational strategy the best strategy? (235)
NewLaw is not what you think it is. It is not a label to be applied only to new companies with trendy names. It is a business model that any legal services provider can, in theory, adopt. Cf. Post 055 (discussing clear evidence that “legal operations is a discipline” for buyers and sellers of legal services and thus not just a role within a legal department). But, while new companies built for it, others have to overcome how they created themselves in the first place.
Continue Reading Metrics of the NewLaw Model (206)
Legal Evolution’s summer publication schedule started Sunday with Jason Barnwell’s magnificent post on designing knowledge work, see Post 159, and will continue each week until Labor Day.
When I launched
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)
Today Legal Evolution is delighted to welcome David Cunningham, Chief Information Officer at Winston & Strawn. I met David several years ago at the CLOC Institute when I asked Connie Brenton for the names of folks working in law firms who were embracing the legal operations movement. The first name she mentioned was David Cunningham.
Continue Reading Guest contributor David Cunningham (115)
— Prof. Gary Pisano, Harvard Business School
Continue Reading Special Post: A+ team being assembled at Baker McKenzie (081)
Last Friday, David Cambria, the Godfather of legal operations, left his secure post at ADM (#46 on the Fortune 500) to become Global Director of Legal Operations at Baker McKenzie. To be clear, Cambria’s
When David Cambria sat down with Eric Elfman to discuss his willingness to try Onit software, he stated that if ADM in-house lawyers were required to engage “in a single unnatural act,” the implementation would fail.
Cambria elaborates, “Why are we all so comfortable with Word, Excel, and Outlook? Because these tools don’t have an