The Post-Pandemic Law Firm

Executive summary vii
About the authors xi

Chapter 1: COVID-19 and the rise of the 21st century law firm 1
By Wayne Hassay, Maguire Schneider Hassay, LLP
The seeds of innovation 2
And then there was a pandemic 3
The rise of the pandemic-era law firm 4
The rise of the 21st century law firm 7

Chapter 2: Pricing and business model change post-COVID-19 9
By John Chisholm, John Chisholm Consulting
Some perspective 9
Pricing 9
The “OldLaw” business and “pricing” model 10
Maybe not really fee pressures but predictability pressures? 12
Did the business model change during COVID-19? 12
The post-COVID law firm: timeless 13
Incentives matter 14
Some firm-wide Key Predictive Indicators 15
Individual Key Predictive Indicators 16
Some practical tips if you really want to move to a post-COVID timeless model 16
Final comment 19

Chapter 3: Never let a good crisis go to waste – creating value from the COVID-19 experience 23
By Stuart Wilson, chief executive officer, BIRA COVID-19 change 23
What’s next? Seven strategies for the post COVID-19 law firm 24
Conclusion 30

Chapter 4: The pandemic – a Trojan Horse for advancing diversity and inclusion? 33
By Patricia K. Gillette, author and inspirational speaker
Using remote work models to advance diversity goals 34
Using the momentum of social movements to advance diversity 37

Chapter 5: Law firms of the future (and other legal business models) 43
By Yvonne Nath, consultant, LawVision and CEO, ALSP Advisor
A brief overview of the evolving law firm model in the United States 43
Pressures shaping legal service providers 44
Other viable legal business models 48
Exploring other legal business models in more depth 53
In conclusion 56

Chapter 6: The fledgling post-pandemic law firm – status quo or brand new normal? 59
By Mary Juetten, Singular Law Group
Start with the end in mind 59
What is client-centric? 60
What is ABS? 61
Why ABS? 62
What does ABS mean for virtual firms? 63
Getting started 64
Create a solid foundation 65
Build it and they will come? 66
Virtual versus technology 66
How much virtual is too much? 66
More on subscription business plans 67
The Post-Pandemic Law Firm

Chapter 7: The value of non-legal skills in the management of law firms 69
By Jon Whittle, Jon Whittle Consulting Ltd
Why is there a problem? 69
Why commercial skills matter now 70
What does “normal” look like? 72
What should law firms do to make themselves fit for the
post-pandemic market? 73
Next steps on the journey to commercial success 74

Chapter 8: Dispute resolution from A to Z – will remote
practice prevail? 77
By Mary Juetten, Traklight
Why “alternative”? 77
Preventative dispute resolution 78
Technology and artificial intelligence (AI) 79
Mediation 80
Collaborative law 81
Online education 81
Small steps forward 82
Beyond ZDR 83
Evaluating the staying power of remote. 83

Chapter 9: M&A activity post-pandemic – the future landscape of law 85
By Viv Williams, Viv Williams Consulting
Structural change 86
Succession crisis 86
Utilizing a non-executive director 87
Professional indemnity premiums 88
Market disruption 89
Cost efficiency 90
Consumer choice 90
The consolidators 91

Chapter 10: Thriving in a post-pandemic world – cutting-edge law practice areas 93
By Sally Kane and Ashley B. Jordan, Reed Smith LLP
A new era of law practice 93
Litigation 93
Insurance recovery 94
Cyber law 96
Labor and employment 97
Private equity 98
Regulatory and compliance 99
Intellectual property 100
Health law 101

Chapter 11: A happy, profitable law firm – no, really 103
By Debbie Epstein Henry, founder, DEH Consulting, Speaking, Writing
Introduction 103
Luxuriate in the billable hour 104
Invest in your firm culture 105
Facilitate connection and personal development 105
Create a work–life career continuum 106
Embrace the flexible remote lawyer 107
Perpetuate the inventive spirit 107

Conclusion 108
About Globe Law and Business 109