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Tag Archives: Jordan Furlong

New angle on NewLaw

Posted in Australasia, Brand, Business Models, Change, Financial management, Legal Profession, Professional Service Firms (PSFs), Uncategorized

My colleague Jordan Furlong and I penned an article in August 2014 on NewLaw  for the ALPMA website. In that we defined NewLaw as “any strategy, structure, model, process or way of delivering legal services that represents a significantly different approach to the creation or provision of legal services than what the legal profession traditionally has employed”…. Continue Reading

Determine your law firm’s destiny

Posted in Australasia, Business Models, Change, Leadership, Legal Profession, Strategy

The way legal services are delivered to clients and how firms are structured to do so, should undergo a significant transformation. This must also be factored into planning for the future. So-called ‘NewLaw’ firms have been quick to capitalise on the opportunities this has presented, with an array of innovative structures and service delivery models all of their own. In this… Continue Reading

Well dang! Those nimble NewLaw firms are at it again!

Posted in Australasia, Business Models, Change, Leadership, Legal Profession, Management, Professional Service Firms (PSFs), Strategy, Uncategorized

I recently posted on nimbler firms chipping away at others’ brands. Well, it seems they have been at it again – baking some more of BigLaw’s cake and eating a few more slices along the way. Following this theme, an Edge colleague (Jordan Furlong) and I recently published a short Inventory of NewLaw in Australia focusing… Continue Reading

Don’t let nimbler law firms bake your cake and eat it!

Posted in Australasia, Brand, Leadership, Legal Profession, Personal Brand

Each year I carefully review Interbrand’s excellent report on the top 100 global brands. No professional service firm brands feature there so you may well ask, what relevance do these largely commercial or corporate brands have for law firms? The reason I do is that Interbrand provides useful summary reports as to why these brands consistently outperform… Continue Reading

Edge Communiqué: women partners, hiring nouse and social media as strategy

Posted in Brand, Culture, Leadership, Legal Profession, Management, Marketing, Personal Brand, Social Media

In the April edition of Edge International Communiqué three of my partners address important issues and provide insights and outline opportunities for the legal profession: Jordan Furlong, in “Law Firms and Women Partners: You’re Doing it Wrong‘ emphasises that if firms are following typical practices in how they promote women into equity positions they are missing a strategic… Continue Reading

All legal leaders need to know about growth via merger and alliance. . . and a touch of Swiss

Posted in Brand, Leadership, Legal Profession, Management, Mergers and Acquisitions, Strategy, Uncategorized

Alternative growth structures such as Swiss Vereins, global alliances, non-merger affiliations, expansion strategies and a great deal more is covered in the latest edition of the Edge International Review. It provides essential insights for legal leaders – in fact, just what legal leaders need to know about! The review is downloadable from www.edge.ai. Download your… Continue Reading

Nothing, but nothing, beats accessibility, courtesy, responsiveness and reliability

Posted in Culture, Leadership, Legal Profession, Management, People Strategy, Personal Brand, Personal Effectiveness, Professional Service Firms (PSFs), Trust & Respect, Values

You can be the brightest spark in the office but if people can never get hold of you, or after they do you take ages to respond or are simply unreliable, no-one is ever sure you will do the job, professionally you are going to do yourself in. I know of one professional who is… Continue Reading

Leadership Frame #3 – leaders must understand the strategic implications of Social Media

Posted in Leadership, Legal Profession, Strategy, Vision

At first blush social media would not seem to be the domain of leadership. It is however important that leaders understand enough about such developments, particularly where growth has been explosive and the impact wide-ranging, to appreciate potential strategic implications for their firms. In this third Leadership Frame (introduced a few posts ago), I talk to… Continue Reading