Inconsistency in how your firm handles data not only impacts reporting and causes frustration for data consumers, it can hinder strategic decisions, leading your firm down the wrong path. Russ Haskin offers these suggestions to straighten the course.
Are you making the right decisions? Or the easiest? See how a data-backed strategy with advanced metrics can help firms make better and more informed decisions to navigate what comes next.
By expanding the data set to include financials as well as relationship and experience management metrics, business development professionals can more accurately identify growth strategies.
The way in which firms enter and finalize mergers and acquisitions have long-term ramifications. You can make the transition more smoothly by carefully planning these three phases of the process.
Firms are successful in strategic planning when deciphering reality from fiction using competitive intelligence and market awareness.
Firms are successful in strategic planning when preconceived notions are set aside and instead, data and intelligence inform the process – beginning with a solid internal review.
The baby boomer generation is rapidly retiring – leaving a large void in the leadership of law firms that did not plan ahead for this eventuality. Given the potential business impact of losing clients when an attorney retires, it would serve law firms well to avoid procrastinating and begin succession planning now.
How can your firm make the most of a transition to new software? Focus on these four areas to uncover the strategic benefits of a system conversion or upgrade.
In the next few years, almost every law firm will be in line for either an upgrade or conversion of their practice management system.
When it comes to the practice of law, attorneys are taught to leave no stone unturned within a case. That same principle should apply to the business of law. Here's why.
