Full Description
Mid-sized law firms in today's legal marketplace are often given three choices: merge, grow, or die. That's accepted wisdom.
Mid-sized firms may try to compete for profitable corporate litigation, deals and other bread-and-butter work, but everyone knows they (1) don't have the IT and other systems heft to innovate with the big players (2) don't have the scale to market and compete for global business and (3) can't attract the talent they need to go head-to-head with Big Law on major work.
But what if that's wrong? What if mid-sized firms are in an ideal position to fix what's wrong with law practice today? Competitive Strategies for Mid-Sized Law Firms - a collection of essays by and about mid-sized firms - offers a new perspective.
Contents
Chapter 1: Does size matter? Defining the mid-sized law firm
By ARK Group
Chapter 2: Start the revolution in the middle
By John Alber, futurist, International Legal Technology Association & Institute for the Future of Law Practice
Chapter 3: Turning the prevailing law firm business model upside down
By Fred Bartlit, partner, Bartlit Beck LLP
Chapter 4: Big Four, Big Law, Mid Law - how mid-sized firms can beat their competitors
By Stuart Wilson, former global chief marketing and business development officer, Dentons
Chapter 5: The Janus challenge
By Nancey Watson, president of NL Watson Consulting Inc
Chapter 6: Mid-sized law firms - competitive and innovation strategies
By Mark Medice, principal, LawVision LLC
Chapter 7: Tools and tech - can technology help level the playing field?
By Anand Upadhye, VP business development, Casetext
Chapter 8: We're ready to be innovative - now what?
By Chris Austin, director of information governance, Bowman and Brooke
Chapter 9: "Access to the Bar for all", not the few
By Charlotte Ogilvie, marketing and communications executive, Garden Court Chambers
Chapter 10: Strategic thinking for mid-sized law firms
By John Sterling, chief marketing officer, Sterne Kessler Goldstein & Fox
Chapter 11: Differentiation and innovation - enabled by culture
By David Urbanik, chief operating officer, Halloran Sage
