Tag Archives: change

Out Of This World! A Story of Two Unique Law Firms & The Mars Rover

When Curiosity landed on Aeolis Palus in Gale Crater on Mars on August 6, 2012, few people believed such an amazing feat could become a reality.

The Bradbury Landing site was less than 1.5 mile from the center of the rover’s planned touchdown target after a 350,000,000-mile journey. Not only did the massive spacecraft land at the right spot, it landed at the right speed, angle, and positioning to successfully roll into infamy.

See, the best scientists in the world were tasked with the impossible. Build a rover that could investigate the Martian climate and geology; assess whether the selected field site inside Gale Crater has ever offered environmental conditions favorable for microbial life; investigate the presence or history of water; and study the in preparation for future human exploration.

Oh, and don’t break the rover on landing.

Luckily for NASA, Allen Chen was one of the many MIT alumni working on this aerospace challenge.

“We can’t use airbags (as the smaller twin rovers Spirit and Opportunity did in 2004), because the one-ton rover is too heavy. If we land the rover on a platform (to protect the legs), we need a way to get it onto the ground. That means it will have to roll down a ramp, but what if the rover lands on a tall rock, or on a hill, and the whole assembly is tilted? Then we’d need ramps of different lengths. Well, why don’t we just land it on its wheels? How do we do that? Dangle it from above … Eureka!” Anne-Marie Corley describes Chen’s thought process in her MIT Technology Review article, “Destination: Mars.”

Thus, the idea of a sky crane was borne.

Director of the Mars Program told Ms. Corley that one of the best parts of his job as program director was convincing NASA headquarters that the sky crane “wasn’t just crazy; it was crazy good.”

That’s the problem with senior management today—tunnel vision. They tend to be more conservative thinkers compared to their out-of-the-box junior counterparts.

In science, as with the Mars program, it’s a bit easier to recognize creativity and the birth of the next big idea. After all, scientists work in programs and office spaces designed for exactly that.

Meanwhile, in law offices, not laboratories, professionals are struggling to find sources of inspiration and innovation.

Finding an inventive and more profitable way to practice law seems as impossible as men on Mars. Still, men were on the moon and a robot is roving the deserts just one Planet over, so perhaps the impossible is near.

For example, Boston-based firm Exemplar Law Partners is a 10-lawyer firm that committed itself to an impossible: offering all cases on a flat-fee basis. Most lawyers remain in defense of the billable hour. Yet, these daring few are eschewing the tradition.

The legal services industry (rather, its clients) can thank Christopher Marsten, who founded Exemplar in January 2006 straight out of law school. His unconventional business plan includes the requirement that all firm partners possess a business degree in addition to a J.D.

Marsen’s martian business practice is not alone in the world. Hardcore Superstar Legal Management Corporation’s legal strategy stands apart, as well.

The firm claims it is the “new paradigm in effortless corporate services.”

Joseph Briante and Theresa Holiday James co-founded the firm in Vancouver, British Columbia, where they have attracted a handful of exceptional-quality clients in finance, software and technology, according to the American Bar Association (ABA) Law Practice Magazine’s article, “Maverick at Law: How Do You Get Inspired?”

One of the unique services offered is the firm’s Legal Services Audit. This service provides clients with a comprehensive audit of their outside counsel’s work, “carefully examine bills and work product of your legal team; prepare a report card for your legal team based on our findings; and provide recommendations, instructions and tips on effective use of counsel to keep down your legal bills,” reports the ABA.

“We’re definitely more fun than dealing with your current counsel,” boasts the firm.

In the end, while your law firm may not have NASA’s billion-dollar budget, it can still offer its clients a celestial-sized redesign in terms of innovative (1) billing structure or (2) range of services.

So, law firm managers, next time your subordinates pitch a seemingly space-age idea for your more grounded business problems, hear them out. You never know when dreaming big will actually land your law firm among the stars.



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5 Signs Your Firm Is Stuck In A Rut & How To Get Out Now!

On January 13, 1982, a Boeing 737 departed Washington National Airport in Washington, D.C., bound for Fort Lauderdale, Florida. Just after its takeoff, however, the airliner crashed into the 14th Street Bridge, killing all but five of its 74 passengers.

The following excerpt was taken from the cockpit recorder:

First Officer: Electrical.

Captain: Generators.

First Officer: Pitot heat.

Captain: On.

First Officer: Anti-ice.

Captain: Off.

First Officer: Air-conditioning pressurization.

Captain: Packs on flight.

First Officer: APU.

Captain: Running.

First Officer: Start levers.

Captain: Idle.

Normally, the above conversation wouldn’t be cause for alarm. In fact, the pre-flight checklist conversation appears to be comfortably routine.

But, that’s also problem.

Air Florida Flight 90 was taking off in freezing Northeast weather—a situation to which pilots based in sunny Florida would be unaccustomed. The First Officer in this case had flown only two takeoffs and landings in similar wintry conditions during his tenure at the company, according to Gersick and Hackman’s “Habitual Routines in Task-Performing Groups,” published in 1990.

So, upon hearing “anti-ice, off” neither the Captain nor the First Officer thought to change their pre-flight checklist routine. And, lack of anti-ice measures did, sadly, lead to the flight’s demise.

Gersick and Hackman’s study, which anecdotally references the Air Florida Flight incident, concludes that “social systems require at least some routinization of behavior to get work accomplished.”

But, sometimes it’s necessary to break out a habitual routine in order to properly innovate, adapt to changing situations, or weather the storm, so to speak.

If your law firm is currently stuck in a rut or routine, the consequences need not be so dire. The deadly plane crash in D.C. can serve as a warning to airline companies and law firms alike.

Here are five signs your firm may be dangerously stuck in a rut:

1. Low employee morale. If you’ve noticed employees taking extra long lunches, skipping out early, or making trivial complaints, it may because your firm suffers from low employee morale.

When productive, meaningful work transforms into a dull, daily grind, it’s time to makes some changes. Create new mentorship programs. Try “lunch roulette.”

Whatever you do, let go of the status quo. Employee morale is linked to higher productivity and performance, aspects of your business both clients and partners can’t live without.

2. Dip in company performance. The recession has hurt most law firms. But, if your firm is performing below expected levels this period, it could be a sign your firm is in a rut.

You need to infuse innovative ideas into your business strategy and operations. If you have a lack of ideas, recruit younger associates to participate. Create “youth boards” that can get your social media up and running and your legal strategy squared away.

Innovation is a radical change—something your firm will never achieve by simply spinning its wheels.

3. No new business.  Sure, business is good. But, if your new business comes from old clients, it may be that your business strategy is stagnant. Make sure your partners are seeking new clients and remaining active in their networking.

Throw a party for the neighborhood businesses. Hold team lunches or meetings at local restaurants and get to know the owners. The only thing routine about attracting new clients is the fact that managers must try out new measures to do so everyday.

4. Recruitment issues. If your law firm is stuck in a rut, it will have trouble attracting the best and brightest first-year associates.

Technologically innovative firms—or ones with creative office spaces, policies, and FLEX scheduling—will ultimately attract the most attention by graduates. The recession has given law firms a lot of recruiting power. But, this generation is looking for a lot more out of their jobs than before.

5. You know exactly what’s to come. You know how today is going to go. And tomorrow. And the next day. This monotony may be problematic for your firm.

Law firms often rely on creative solutions for sticky legal problems. Creativity and “thinking outside the box” are actually skills acquired through practice

If you’re accustomed to the “same old, same old,” then it will become increasingly difficult to adapt to surprises or disruptions of your routine.

The best legal minds are creative, innovative, and adaptive.

The best legal organizations are equally organic.

The first step to getting out of a rut is to recognize you’re in one.


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New Year & New Trend–Law Firm Partners Looking At Layoffs

Bells are ringing in the New Year for law firm professionals, but for whom does the bell really toll?

Unfortunately, law firm partners have little to celebrate in 2013, as their numbers decline in both health and good fortune.

Law firm partners face layoffs, according to a recent Wall Street Journal article.

“You’re only as secure as the amount of money you bring in,” a partner recently told Jennifer Smith of the Wall Street Journal. The aforementioned unnamed partner was first asked to leave a large national law firm during the recession, and then subsequently let go last year from his following firm.

This is just one anecdotal story of many in the legal industry. And, the problem many be more prolific—reaching coast to coast, continent to continent.

Once a managing partner for the British law firm Clifford Chance before leaving in 2000, law-firm consultant Tony Williams explained to the Wall Street Journal, “Firms are now much more clear in what they expect…and much less forgiving if people consistently fall short.”

Lawyers are no longer recognized for their mastery of the law. Instead, lawyers and law firm partners must be managers, leaders, and technological and social media savants all tied into one.

Like many of its predecessors, law firm Waller Landsen Dortch & Davis LLP, located in Nashville, Tennessee, also overhauled its partnership structure during the recession, adjusting pay and hour requirements, in addition to revenue goals for its partners.

“Over that time we went from about 85 equity partners to about 55,” said Chairman John Tishler of its 200-lawyer firm, according to the Wall Street Journal.

“We had a lot of hard conversations, and so some people left us.”

In fact, roughly 15 percent of nearly 120 firms surveyed in Wells Fargo Private Bank’s Legal Specialty Group study intend to cut partners in this year’s first quarter, continuing a three-year trend of partner layoffs, reports the Wall Street Journal.

So, what New Year’s resolutions are to blame for the New Year’s redundancies? Apparently, lack of productivity.

A legal consultant in the U.K. told the Wall Street Journal that partner restructuring was simply “good housekeeping,” seeing as many law firm professionals are having trouble keeping busy these days.

Partners are billing about 30 percent fewer hours per year than pre-recession industry benchmarks. Before the recession, partners averaged roughly 1,900 billable hours per year. Now, they’re lucky to reach 1,300 hours.

“There are a few very major firms that are genuinely and consistently busy,” law-firm consultant Paula Alvary admits to the Wall Street Journal.

But, death of the traditional partnership track means birth to a new, more efficient system.

Here are a few ways to make your partners more productive at your firm:

  1. Track more than just billable hours and new business. Consider leadership or management responsibilities, as well as mentorship as requirements among your partners.
  2. Make partnership duties transparent so that struggling partners can become inspired by the work of other more successful ones. And, more successful partners can see which of his or her peers need some extra help. Espouse an environment of mutual assistance, not competition to increase productivity.
  3. After promoting a new partner, require special partnership training. Don’t send your partners into battle without the proper legal weapons.
  4. For partners in large law firms whose specific practice may permanently fail, consider their cross-sectional expertise and what other departments may profit from their experience. Encourage partners to have multiple, cross-sectional knowledge and flexible skill sets.
  5. Retrain, don’t rehire. It may be tempting to make cuts to maintain profits. But, where possible, see where you can retrain current partners to become more productive. It often costs more in the long run to fire employees only to rehire one in the future. Before you layoff partners, find out if they’re willing to work part-time, contingency cases, or under a new title (Of Counsel, for example, with a smaller salary).

Law firm partners are certainly ringing in a new era of change.

But, change can start with communication. If productivity is the problem, think about putting partners on sabbatical or asking them to attend training on becoming managers or more efficient workers.

Certainly, partnership standards and cutbacks to increase profits at law firms have increased. But, increasing your firm’s creative management techniques and its communication about new partnership requirements to keep its top executives is just as valuable.

Adapt or downsize? Which New Year’s resolution will your firm follow this year?


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Culture Shock & Shocking Lessons About The Value Of Employee-Driven Business Strategies

Culture within a law firm—or any company, for that matter—is created organically and gradually.

Although founding partners and CEOs can try to mold and move its business culture in a certain direction, ultimately, culture becomes the product of multiple employee personalities and professional decision-making over time.

The idea that business profits and successes are often intertwined with the type of culture a firm espouses can be a terrifying thought for powers-that-be. To improve business practice, do you look to change your firm culture? Or, do you change your future plans around the culture that’s already been established?

Recently, the Harvard Business Review Blog wrote a profile about the culture of one of America’s largest healthcare companies, Aetna. Apparently, in the early 2000s, Aetna was in a financial bind, bleeding $1 million each day to cumbersome processes, gigantic overhead costs, and some unwise business acquisitions.

“Many of the problems Aetna faced were attributed to its culture—especially its reverence for the company’s 150-year history,” wrote the authors for the HBR Blog.

“Once openly known among workers as ‘Mother Aetna,’ the culture encouraged employees to be steadfast to the point that they’d become risk-averse, tolerant of mediocrity, and suspicious of outsiders.”

See, steadfast and risk-averse are not necessarily bad for business. But, when Aetna looked to grow—to merge with a lower-cost healthcare provider, U.S. Healthcare, and all the processes that came with it—the conservatism of Aetna’s employees clashed with the more aggressive strategies of its new business partner.

And, slow and steadfast became synonymous with lazy and low-yielding. Losses made it ever more apparent that something—or somebody—had to give.

When John W. Rowe, MD, assumed Aetna’s fourth CEO position in five years in the late 2000, eyes rolled. But, unlike his predecessors, Rowe was able to turn around the business in three key ways:

  1. Rowe sought feedback from employees at all levels to provide input on business strategy and change.
  2. Rowe listened and applied these conversations to a financially-sound and realistic business plan.
  3. Rowe presented his plan for a turnaround to the company’s employees in a way that fit with the culture—as opposed to fighting it.

“This time, without ever describing their efforts as ‘cultural change,’ top management began with a few interventions. These interventions led to small but significant behavioral changes that, in turn, revitalized Aetna’s culture while preserving and championing its strengths,” explains the HBR Blog.

“For instance, the New Aetna was specifically designed to reinforce employees’ commitment to customers—reflected in the firm’s history of responding quickly to natural disasters. Rowe also made a point of reinforcing a longtime strength that had eroded—employees’ pride in the company. During one question-and-answer session, a longtime employee said, ‘Dr. Rowe, I really appreciate your taking the time to explain your new strategy. Can you tell me what it means for someone like me?’

Not an easy question. After a thoughtful pause, Rowe replied, ‘Well, I guess it is all about restoring the Aetna pride.’ He got a spontaneous standing ovation from the hundreds of attendees.”

Now, the article emphasizes the moral of the story is Stop Fighting Your Culture.

Too many companies try to change and revamp culture to fit business strategy, as opposed to the other way around. When culture is, in fact, frequently the best accelerator and energizer for CEOs, according to the HBR.

But, in addition to this important point, the story about Aetna’s turnaround also contains valuable lessons about leadership as demonstrated by Rowe.

First, employee feedback—especially at low ranks—affects firm policy in a positive way.

It can’t be said enough that total employee satisfaction leads to higher monetary returns.

Plus, leaders are often too far up on the professional hierarchy to see or understand the flaws in their plans on the ordinary, everyday level. Thus, associates, of every degree of experience, should be given a voice, representative, and seat at the business development table.

Second, Aetna perceived its conservative culture as a liability, not an asset. Law firms may struggle with the same mindset—that tradition is less valuable than new technology or change.

Not so. In fact, Rowe realized that Aetna’s longtime strength—commitment to customers, patients and physicians—was the missing link. Once he resurrected Aetna’s priority in people, the company took off and its culture rose with it.

In law, maintaining a personal and loyal relationship with your clients is key to success. Business incentives are not always tangible—at its base, law is a service industry job. Aetna remembered to give precedence to the needs of its customers, as law firms should, too.

Finally, Aetna knew it needed change. After all, constant innovation is vital for company growth. But, depending on your culture, this change may need to arrive over time. The pace by which a company innovates is unique.

Younger, more liberal law firms may be able to embrace change more quickly than older, more traditional ones.

When it comes to culture, there exists a vast spectrum of professional values. Like Aetna and Rowe, law firms should identify, embrace, and then reinforce its cultural values when creating business strategies for a more successful future.


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When Law Firm Management Seems Complex & Uncertain, Start Listening To Your Clients

Because the law, itself, takes so long to change, it’s not surprising that attorneys often resist change in their practice of law.

Take, for example, the complex attorney-client relationship.

The relationship depends, in part, on the attorney’s expert knowledge of the convoluted court system through which the client, flush with problems and cash, needs to navigate.

The system whereby an attorney uses legalese and unnecessary legal jargon to explain litigation matters relating to a client’s business (one where the client nods along in feigned understanding) is age-old.

Why change?

With this in mind, the following story by Otto Sorts about attorney-client interaction seemed laughably familiar:

“Early in my law career, I had a conversation with a client that convinced me of its merits. He was quite a bit older than me, and had originally trained as an engineer. After we discussed his complaint and shifted to focus on the arrangements, he asked for a schedule. I began my usual uncomfortable explanation about the vagaries of the process and the complex nature of litigation, how it depended on the judge, opposing counsel and other uncertainties in the case.”

How many times does an attorney have to explain the process of a docket, court schedule, and fickle whims of its judges to a concerned client? A schedule just isn’t an easy work product to create.

Or is it?

“After a long silence, he shook his head, looked me in the eye and said, ‘Son, that’s just plain bullshit. Life itself is complex and uncertain, but we live it every day, anyway.’ Then he took me to school on how to think about the work to create a rough schedule—and manage the damn project.”

Otto Sorts then goes on to explain the basic flow-chart necessary to manage any project. You can read more in his article here.

Proper project management is essential for a law firm to retain clients, win cases, and earn a profit.

However, more than that, clarity and understanding between an attorney and his client is key to success.

During a time when more and more clients are asking for transparency in law firm billing and suing firms for fraudulent charges, law firms now, more than ever, must open up communication channels between the practice and the people represented by it.

The recession has eliminated any professional and personal trust that once existed between counsel and client.

Instead, garner confidence by giving clients exactly what they asked for: more productive hours, transparent invoicing, a checklist of work product accomplished, and—oh yeah—a schedule that details what tasks have been completed and ones still pending, and why.

The above seems obvious.

But, so does (1) Define the project, (2) Identify the steps, and (3) Find the interconnections and chronology for each step, which are the first three points for Otto Sorts’ project management flow chart. Still, so many firms miss deadlines or misappropriate work by not following these simple procedures.

Sometimes “make a change” can mean “return to the fundamentals” of running a law firm—people and project management.

So after your accountants crunch the numbers, administrators train the staff, and managers assign the case-matters, if your law firm still comes up short, go back to the basics. And listen to your clients.


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Legal Upsets Regarding Fourth Amendment Rights, And Three Ways To Prepare Your Firm For Change

The Constitution’s Fourth Amendment is certainly receiving a lot of recent attention.

On Wednesday, a Judge announced he will rule on whether to dismiss a lawsuit filed by Aron Tobey, 21, of Charlottesville, who was detained by federal Transportation Security Administration officers December 30 at a Richmond International Airport.

Tobey, a college student, was arrested after he stripped down to his running shorts to reveal the text of the Constitution’s Fourth Amendment written on his chest in protest of airport security measures.

And, last week, Judge Susan K. Gauvey, a magistrate judge in Maryland, issued an opinion regarding the Fourth Amendment legal rights (under Smith v. Maryland) of persons subject of an arrest and whether warrants can be issued authorizing the disclosure of location information via GPS technology on cell phones. 

“In light of legitimate privacy concerns and the absence of any emergency or extraordinary considerations here, the Court concludes that approval of use of location data for this purpose is best considered deliberately in the legislature, or in the appellate courts. Accordingly, the Court DENIES the underlying warrant applications, but sets forth its guidance on the showing necessary for law enforcement access to prospective location data to aid in the execution of an arrest warrant.”


“The government’s arguments, if credited, would allow law enforcement to obtain location data on any subject of an arrest warrant. This would be the result whether the defendant was charged with a misdemeanor or a felony, without any demonstration of any attempt on the part of the subject to avoid prosecution, so long as law enforcement had reason to believe that the source of the location data – here a cell phone – was in the possession of the subject.

“Some might say that this is an appropriate use of a new technology in the service of more efficient and effective law enforcement. Others might say it is an unnecessary use of a new technology in a society already subjected to pervasive surveillance. The Court understands the tension. Regardless of individual views, the law does not currently sanction the requested acquisition of location data in these circumstances.”

The Volokh Conspiracy blog has an analysis of the judge’s opinion, and also an interesting rebuttal.

Whatever your side of the courtroom, however, these two cases are indicative of a trend regarding Fourth Amendment rights and technology. 

Full body scanners, computers, social media, EMV chips, every bit of this technology has changed the way lawyers manage the security of their firms, advise clients, and handle cases. To ensure your law firm is adequately equipped, try these three simple steps:

  1. Keep associates informed. CLEs are not just a requirement, but they’re necessary for your firm’s associates to provide the best, most up-to-date services to your clients. Ask paralegals to update the lead attorney of each case on any applicable legislative or legal changes. With their own chains of communication, staff is often the first abreast of new developments in the legal world.
  2. Invest in technology. Technology is the number one way your firm can become more innovative and efficient at the office and in the courtroom. Send your IT staff to technology conferences to stay on top of e-discovery trends, case management software, and other online legal resources.
  3. Embrace change. The industry of law, historically, tends to err on the conservative and traditional side. But change doesn’t have to be a thing to fear. Instead, get your team on board with change. Ensure your accounts have sufficient liquidity, your accountants maintain recession-proof bookkeeping, your portfolio of clients is diversified, and your associates thrive in unpredictable environments. It’s important to train associates, especially first years, how accept and adapt to the unexpected. Consider team-building retreats and other activities that will ensure big decisions in legislation don’t stymie quick action by your lawyers.

Judge Gauvey is correct in her statement, “There is no precedent for what the government seeks.” But certainly, sometime soon, there will be. How will you prepare?


To discover whether or not your firm is prepared for changes in its field of law, sign up for C4CM’s Industry eNews. You’ll gain:

  • Value-added business-to-business information to improve on-the-job efficiency
  • Current regulatory and compliance issues affecting your industry
  • Techniques to arm yourself with practical information that you and your staff can put to use immediately
  • Tips that instantly improve your performance and increase your knowledge
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Better Hours, Better Systems

One of the most overused idioms in the English language is the phrase, “if it ain’t broke, don’t fix it.” However, this phrase contains a major flaw, and it’s not the (mis)spelling of the word, “isn’t.”

The aforementioned cliché assumes tangible and inanimate objects can be treated in the same way. When a watch stops keeping time, it’s safe to assume the watch needs repair rather than believe that time, itself, has broken down.

But, when the outcome of a trial or a project is failure, it’s difficult to determine what or who is at fault. Is the project management system to blame, or its various operating people and parts?

Imagine most complaints against lawyers—they don’t return phone calls, they’re billing practices are inconsistent or unfair, they’re unable to keep track of calendar items, to name a few. Well, each of these items has a simple electronic solution. Law firms could eliminate these trivial complaints with the correct and continued use of technology. At least, that’s what the experts at Legal Ease would have us believe.

“In my experience, the lawyers who are the most resistant to technology and the most insistent that their systems work well are the very lawyers who complain that they work too many hours, are overwhelmed, or have clients who are overly demanding.”

These days, technology is vital to the practice of law. Clients are contacted via email, documents filed electronically with the courts, and private data stored in clouds in cyberspace instead of folders in office space. A  recent study by Andrew Adkins at the Legal Technology Institute (LTI) notes that despite this transformation, lawyers are still electronically ill-equipped.

“According to the LTI study, less than 40% of small firm and legal department respondents use metadata cleanup software, and only 25% of respondents overall use encryption software although almost all lawyers send sensitive documents and information to clients via email.”

Attorney-client privilege is the cornerstone of the practice of law. And yet, lawyers don’t think twice about sending their clients lengthy emails without proper encryption codes, or transferring confidential documents via FTP servers to experts without adequate security measures. It’s not a lack of knowing the firm’s options, it’s a matter of implementing one or more of them.

“Survey respondents said that the biggest obstacles to their adoption of case management solutions were the costs involved (both at startup and for maintenance) and the learning curve of integrating such a system into their existing business, and yet one must wonder how many of these same firms have calculated the costs of failing to implement this kind of technology.”

In the current economic climate, law firms cannot afford to assume their finances and client list are protected. Fortune 500 companies have contracted alongside public spending. This means litigious corporate clients are looking for the “right” law firm–a place that will accommodate their limited profits and patience. Whereas photocopying a stack of financial records is costly, scanning to PDF is (relatively) cost-free. Technology-savvy firms market themselves as such. This not only attracts clients, but also retains old ones.

The Legal Ease Blog warns, “A breakdown isn’t the only reason to make a change or try something new—a horse and buggy can still get you from one place to another, typewriters still type and carbon paper can still make copies—but how many people are still using them?”

It’s time to retire outdated practices and phrases. Howry LLP’s collapse serves as a warning to law firms to properly innovate and digitize their services.

If your firm administrators can’t remember the last time the IT department bought case-related hardware of software, chances are, your firm is non-competitive in the market. Even if your firm has stayed at the top of the pack in terms of electronics, it’s still important to stay active in researching new developments in legal technology.

So, to make a long story short, make no bones about it, the ball’s in your court (or something like that).

To learn more about electronic document security, attend C4Cm’s course, “Electronic Documents: Avoiding the Ethical Pitfalls of Metadata.


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