The perceived pluses are numerous and easy to spot. In contrast, the risks are more subtle and potentially fatal.


Interestingly, there is a pronounced trend toward firms adopting a shared leadership model, with perhaps the most recent example being the elite litigation firm of Quinn Emanuel.  See Karen Sloan, “Litigation giant Quinn Emanuel beefs up leadership, elevating DC, NY partners,” Reuters, May 13, 2022 (noting that 900+ lawyer firm “has shaken up its leadership model, installing two prominent litigators as co-managing partners and shifting namesake Los Angeles-based founder John Quinn from sole managing partner to the newly created role of chairman”).

If your firm has potential office, group (e.g. “our Global Litigation Practice”), or firm leadership candidates who would be great in the role but are reluctant to give up any of their client responsibilities, the notion of having co-leaders may be an attractive alternative.

Some will advance a number of highly rational arguments for having two co-leaders:
Continue Reading Sharing law firm leadership: NOT for the faint of heart (305)


Putting complex and often intimidating topics into context.


Chapter 8, Technology

No discussion on contracting process improvements is complete without focusing on technology. Scarcely a day goes by without an article, blog, or webinar on legal technology and, more specifically, about artificial intelligence (AI). There are many conferences and webinars about contract management systems—on selecting them, on what to use them for, how to derive greatest benefit, etc. Usually, those educational programs are provided or delivered by the contract management systems providers.

Technology is always at the core of any discussion about innovation, for example, but I maintain it should not be. Before any conversation about technology takes place, there should be an assessment of the current state of the people and processes involved in contracting, which is why this chapter follows my previous chapters on People and Process. Only after a thorough review takes place, and there is agreement within the organization that the right people are doing the right steps in the best order, should a discussion about technology begin.
Continue Reading CLM Simplified Part IV: Technology, Metrics & Data, and Outsourcing (272)


The hard work that comes before any discussion of technology


Chapter 5, Playbooks

The need for creating playbooks for templated contracts is a subject of much discussion. This is because playbooks are one of the ways in which contracting is simplified. But they can take many forms. Luckily, distinguishing and differentiating between the necessary types of playbooks is possible without creating too much complexity. Not only are they used to create standardization across a law department, but they also empower the business.

Playbooks educate, create consistency, and are an absolute requirement for any type of outsourcing contract review. I submit for your consideration that there are two basic types of playbooks: The Law Department Playbook and the Empowerment Guide.
Continue Reading CLM Simplified Part III: Playbooks, People, and Process (271)


Big opportunities that require a big shift in mindset.


As the title plainly says, readers will find below a list of four opportunities for legal industry innovators.  But before we get to the juicy stuff—because everyone loves a list—I want to commend the source for this list: James P. Womack, Daniel T. Jones, & Daniel Roos, The Machine That Changed the World (1990).  It is among my favorite books in any genre and among the most durable contributions to 20th-century management literature.  It is also a fun and fascinating read.
Continue Reading Four opportunities for legal industry innovators (195)


Courage + Logic + Support = Eventual success as a legal innovator


Below is an excerpt of my forthcoming book, A Simple Guide to Legal Innovation (ABA 2020), which I am very excited to share with Legal Evolution readers. 

Over the years I have had enough first-hand learnings about the challenges of trying something new that I wanted to pave the path for others to have an easier time. Specifically for law firm leaders, there is so much confusion on what corporate clients value and expect, coupled with sensational legal press, that it is no wonder there is disappointment and frustration on all sides. 
Continue Reading The Simple Guide to Legal Innovation (133)