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Trending for Law Firms in 2012: What to Expect This Year


Trending for Law Firms in 2012: What to Expect This Year.

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Trending for Law Firms in 2012: What to Expect This Year


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                                                                                      Jerome Kowalski

                                                                                      Kowalski & Associates

                                                                                      January, 2012

 

Thirty items affecting the legal profession that are guaranteed to dominate the headlines in 2012

It is that time of year when you are entitled to know what to expect for this new year.  Accordingly, here is what the hot trends for 2012 will be:

  •  Continuing decline in legal spend on outside counsel.
  • As law firms continue to more efficiently and timely bill for matters and, the trend of law firms whittling away at their inventories (WIP), while not being able to replace that inventory because of the lethal combination of  reduced headcounts and  reduction in the legal spend, lenders to law firms will require more stringent reporting and will in some instances, reduce available credit lines.
  • Deleveraging of work with partners and other senior lawyers billing increased hours and the trend towards the inverted pyramid model continuing.
  • Law firms establishing subsidiaries to engage in services complementary to their services, including e-discovery, document review, legal staffing services, investment advisory services for high net worth clients and the like.
  • Congress, the courts and the judicial conference will make serious progress about modifying e-discovery rules, bringing down their current gravity defying costs as well as dampening down the torrent of spoliation claims and the attendant Herculean tasks companies need to take to avoid these claims.
  • Given weakening retail sales and decreased demand for most commercial real estate, buyers will emerge to take advantage of attractive pricing on some properties, perceiving real value opportunities.  Private equity funds will move in to this arena in a big way.
  • Increased  focus on collaboration, within the law firm, vertically with clients and horizontally with vendors of support services and co-counsel. Extranets will be enhanced and new technologies will emerge to provide greater transparency and real time feedback and collaboration.
  • More paperless offices.  With the bulk of communications now being electronic and the expected decline in timely services from the United States Postal Service likely to increase the trend of communicating electronically, law firms will be incentivized to go completely paperless. Incoming snail mail will be scanned and digitized. The huge cost of storing paper documents will evaporate.
  • Increased use of outside facilities management companies for mail, fax, reproduction, IT, bookkeeping and legal records departments.
  • Law firms will make more investments in technology than in people. The IT hotspots are knowledge management, software to farm information for the purpose of responding to RFP’s, making an AFA proposal, based on prior similar work handled by the firm and for project management purposes.
  • Every lawyer will tuck an IPad under his or her arm and no lawyer will attend a meeting without opening one. Continued development of apps for lawyers will simply make this tool not only essential, but a lawyer not having an IPad at the ready, risks a serious loss of credibility.
  • Tough times often brings out the worst in some folks.  Last year’s small spike in BigLaw partners and even other law firm personnel who engaged in defalcations of client funds will sadly probably continue.  Look for more headlines of such tales.  Law firms will be well served to now tighten controls and checks and balances regarding client finds.
  • There will be periodic announcements by a partner at a BigLaw firm stating “after 25 rewarding and wonderful years with my former firm, I have decided to open a solo practice so that I can work more closely with my clients.”  Sometimes these announcements will be sincere and genuine.  Sometimes these announcements really mean “I’ve been on the job market for almost a year since I was asked to leave my former firm.  I haven’t been able to find a new slot and my firm wants me out right now, so I may as well give this a try.”
  • Virtual law firms, such as Clearspire and Rimon will continue to grow and gain real traction and increased market credibility.

I am quite sure that we have been fairly thorough and inclusive. If you think we left anything off the list, please let us know by commenting below. Similarly, if you think we are wrong about any of the above, post a comment.

It’s going to be a challenging year.  Please fasten your seatbelts, hold on to the handrail and make sure that your arms and legs do not extend outside your car. We are in for an interesting year.

© Jerome Kowalski, January, 2012.  All Rights Reserved.

 Jerry Kowalski, who provides consulting services to law firms, is also a dynamic (and often humorous) speaker on topics of interest to the profession and can be reached at jkowalski@kowalskiassociates.com .

Growing Your Law Practice Productively: A Twelve Step Program for Curing Social Media Addiction


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Jerome Kowalski

Kowalski & Associates

November, 2011

                                                                            

Confession:  I am a fan and a believer of the commercial vitality of social media. But  then again, I suppose I also enjoy a fine wine from time, an occasional trip to a gambling casino, a social liaison and an occasional cigar.  But the vice is that any of these pastimes can easily turn into addictions. I say this bearing in mind part of the American Psychiatric Association’s definition (DSM- IV) of addiction:  “Repeated use resulting in failure to fulfill obligations at work, school, or home.” The trick of course is that all of life’s pleasures are enjoyed best when used in moderation.

The issue came up a month or so ago when I was visiting with a client’s executive committee which was taking its first cut at budgeting and calculating partner compensation for the coming year.  As we went through the partnership rolls, we came to a mid-level partner, whom I shall, for purposes of this piece call Bob, because that’s his name.  Ken, the firm’s managing partner, quietly
rolled his chair back from the conference table and said simply “Bob is a real problem.”  “How so?” I asked. “Well,” Ken said, Bob is a fine lawyer who came up through the ranks. He is talented, smart,
a team player and is a tireless worker.  He is an important service partner in our banking group.  But in the last couple of years, his billable hours have gone way down and the department head tells me that he has plenty of work for Bob to do that he just doesn’t get to.  But, by the same token, Bob is starting to bring in some revenues.  He’s brought in almost $750,000 in quality work from some fine clients, which is nice, given the fact that two years ago, he brought in zero.  But that year, he billed close to 2,000 hours and this past year he billed less than 800 hours.  Yet, he is always in the office  and seems to be constantly busy.  But he also billed 1,500 hours to ‘client development.’  He’s also managed to get his name in the papers commenting as an expert on recent developments in banking law and he’s been having greater success in getting his name out there than the head of the department and we have a paid PR flack whose mission is to get the chairman’s name out there.  While I’ve complemented him on his growing business and fame, he just doesn’t want to listen when I tell him that client development is critical, but he is losing sight of the fact that the actual legal work needs to be done.”  I suggested that I spend a little time with Bob and see of I could get a handle on what his game plan is.

So I moseyed down the hall later that day and popped in on Bob.  A handsome straight laced 38 year old Ivy League law school graduate, Bob was pecking anxiously away at his keyboard, using two computer screens, staring intensely at both. He took no notice of my arrival. I finally harrumphed and said “Bob! I was in the neighborhood and thought I would stop by.”  No response, as Bob continued to feverishly peck away. I repeated myself a bit louder and got the same reaction.  I then came around his desk, tugged at his elbow and again repeated myself.

Bob greeted me pleasantly, but surely very distracted. He then said:

What a day!  I got to work at the crack of dawn.  I checked my Twitter feed and then re-tweeted a bunch of stuff.  I checked LinkedIn for updates and then for discussions in which I am articipating. I  responded to some comments in discussions in which I am participating and some new discussions. I checked all of the on line trade and business papers for items of interest and Tweeted those. I  checked my RSS feed and then my Google Reader. I Tweeted items of interest. I checked my Facebook pages – personal and business and responded where appropriate.  I then checked Google+ and commented where appropriate. I then checked QuoraReddit and StumbledUpon.  I again commented and Tweeted where appropriate.  I wrote a great blog post about the Volker Rule.   I  published the blog post to various LinkedIn groups, I Tweeted the post, uploaded it to JD Supra, posted it to Google+, Reddit, Digg and  Stumbledupon.  I  responded to various new comments in LinkedIn as they appeared during the course of the day.  I published my post to Lexology.  I then logged on to Legalonramp and posted there. I checked Facebook and Google+ again. I responded to comments posted on my blog.  I have three calls that I need to return from The Wall Street Journal, Reuters and Bloomberg.  And, as you can see, it’s now 5:00 PM and time to start doing some work.  But I’m too tired.   On the plus side, I have 2,615 followers on Twitter, 457 connections on LinkedIn, I belong to 30 LinkedIn groups, I have 650 friends on Facebook, 350 people in my Google+ circles, and when I add all of these up, together with  the aggregators I posted to, I have gotten my name in front of well over 10,000,000 professionals and business people around the world. And I think I did a pretty good job at my blog post so there are 10,000,000 or so people who I would hope that I have some demonstrated expertise in this growing field of law.”

    I quickly did the math and concluded that Bob was probably right on the mark in terms of the number of people whom he was exposed to that day.  I asked him what the results have been in
terms of his own professional advancement. He said, “well two years ago, I was just a service partner, which was nice, but really didn’t give me a lot of job security.  Last year, I brought in about three quarters of a million of new quality work, all of which I can trace to my social media activities.  Based on the stuff I have in the pipeline, I expect to double that next year.  That is my job security.”

Bob was of course right. But, I pulled out my trusty DSM-IV manual and quickly diagnosed Bob as a social media addict.  The more social media in which he partook, the he needed to produce his required level of dopamines.

         Clearly, Bob needed a Twelve Step program. And so, this is what I recommended to Bob and Ken:

 

  1.       Bob had to admit that he was powerless over social media. His life had become unmanageable.

        2.      Bob also needed to admit that only a power greater than him (I suggested Ken) could restore him to sanity.

        3.      Bob also had to make a decision to turn the management of his professional life over to the management of his department head, and his firm’ marketing department who would give him needed control over his addiction and his practice.

         4.      He also needed to make a searching inventory of the various social media he was using and eliminate those that yielded poor or no results.  Did he really get some business from Facebook or Google+?  Was his Twitter account bringing traffic to his blog?

         5.      Admitting to himself and others where he had just gone too far in his social media addiction.

         6.      He had to be ready to remove all of his shortcomings.  Among other things, Ken was right, somebody had to actually to do the legal work and Bob’s talents in this area were not being put to their highest and best use.

         7.      Bob also had to ask Ken, his department head, his marketing director and his partners help him rid himself of his shortcomings.

          8.      Make a list of all of those who had to pick up the work that Bob should have been handling.

          9.      Make amends to all of those who had to pick up Bob’s slack, by not only pitching in more but in continuing to grow a quality practice for the benefit of the ultimate higher authority:  The Law Firm.

          10.  Continue to take a personal inventory of the most effective social media outlets that served Bob, his practice and the firm best.

          11.  Through careful thoughtfulness improve his conscious and productive contact with his colleagues.

          12.  Having had a spiritual awakening through these steps, it was Bob’s mission to carry this message to other social media addicts and to practice these principles in all of his affairs.

Bob really did have an awakening. He continued to build his practice. His social media activities are still a part f his life, but don’t control his life.  And his practice continues to grow productively. And, I expect he will be treated well by his firm’s compensation committee.

As for you, how many hours a week do you spend blogging and otherwise engaging in social media?

 

© Jerome Kowalski, November, 2011.  All Rights Reserved.

 Jerry Kowalski, who provides consulting services to law firms, is also a dynamic (and often humorous) speaker on topics of interest to the profession and can be reached at jkowalski@kowalskiassociates.com .

Citibank’s 2011 Mid-Year Survey of Law Firms: Instead of Giving Its Customers New Toasters, Citi is Telling Many of its Law Firm Customers that They May Become Toast If They’re Not Careful


                                                           

                                                                                                      Jerome Kowalski

                                                                                                     Kowalski & Associates

                                                                                                      September, 2011

 

My, my, how things have changed.  When I was a kid, banks would induce prospective customers to open a new account by giving away a toaster to new customers. Today, Citibank is warning some of its law firm customers that they may be toast, or at least the may be seriously singed in the current economic climate.

I refer, of course, to the 2011 mid-year report by Citibank on the economic conditions of the profession.  Citibank’s law firm lending group, led by Dan DePietro, is uniquely suited to provide an in depth analysis of  the financial conditions of the profession, since it serves some 600 law firms and 58,000 lawyers in the United States and the UK, by far the leading lender to the profession. We start with the good news:  Says Citi “For the first half of 2011, revenue was up 3.7 percent across the industry. The increase was driven by strong inventory levels coming into 2011, increased rates, a 1.8 percent growth in demand and likely improvement in realization.”  The bad news:  Expenses are growing at a faster rate and the rate of increase in expenses is outstripping revenue growth.

As Citibank noted, one  portion of expense growth is attributable to those law firms which engaged in what many see as the  silliness of associate “Spring bonuses,” an artifice designed to stem the metastasis of associate attrition.   That carcinoma is far better treated by taking less expensive and more productive steps to assure associate job satisfaction and otherwise improving the quality of life for associates. Not a single lawyer left his or her firm because it wasn’t providing Spring bonuses.  Yet scores left within nanoseconds after  their Spring bonus check cleared.  Simply put, Spring bonuses do not get associates to stay a little bit longer.

Citi also reported that AmLaw 50 firms reported that realizations were beginning to return to pre-recessionary times.  Before we toss out the confetti, bear in mind that this refers only to AmLaw 50 firms; moreover, it does not address the real concern about a still stagnant economy, the continued volatility in the capital markets, the continuing fear of a double dip recession and the coming tsunami should the current turmoil in the Euro Zone erupt into utter chaos.  Add to those unknown factors, Citi notes that “headcount was flat,” and expenses continue to increase at a rate of 4.7%, which obviously exceeds the rate of revenue increase.  Citi put it to us straight: “the economy appears to be in for a protracted period of slow growth.”  Frankly, in light of the light of Citi’s
litany of gloomy statistics, even this mild bit of optimism strikes the informed reader as being unwarranted exuberance, unsupportable by economic realities.

Inexplicably, Citibank viewed it as a positive sign that many firms increased their “inventory” be retaining a larger portion of WIP (that is, for the uninitiated,  recorded but unbilled “work in progress”).  In reality, stale WIP may be theoretically billable, but rarely collectible.

There are other significant factors in the marketplace, not specifically addressed by Citibank which must further dampen any enthusiasm:  First, law firms have too long delayed making needed investments in infrastructure.  The need to make these investments is becoming increasingly crucial, indeed vital,  as alternate vendors of legal services continue to gain market share.  One of the only ways to meet this competition is through acquisition of state of the art technology.   Failure to meet this challenge, these alternate vendors will eat many law firms’ lunch within five years.

Citibank also foresees a period of significantly increased lateral movement, as  organic growth becomes more difficult to achieve, productive performers will jump ship from underperforming firms, and underperformers will be eased off the gangplanks.  I’m afraid Citi is missing part of the boat here in that it does not address the fact that taking on laterals requires substantial investment in ramp up and other expenses, while reduction in headcounts will reduce revenues (although there is always a short term illusory positive blip in ramp down).  In essence, Citibank is reporting that we may be in for a period of cannibalism as firms eat each other’s flesh.

The Citibank is silent with respect to one important feature of great interest to law firms; that is, how open will Citibank make its own coffers to law firms in a  market it characterizes as one “of
protracted slow growth,”  particularly as Citibank is likely to take a some form of haircut in the Howrey bankruptcy.

My own sense is that Citibank will undertake a greater degree of vigilance in reviewing its own existing credits and in extending new credits.  And, as it did in Howrey, where Citi loses confidence in the credibility of its borrowers, it will more quickly pull the plug.

Okay, so what’s the takeaway?

Here’s my views:

1.   In many respects Citibank is functioning very much like a typical consultant.  By that, I refer to the classical definition of a consultant:  Somebody who takes off your watch and then tells you what time it is.  There is little that Citibank has told us that we didn’t already know, but when somebody smart tells you something that should be obvious, the listener tends to stand up and pay attention.

2.  As we approach the fourth quarter, it is imperative for management to start planning for the coming storms and share with the partnership that management has taken a look at the sonar and  advise the partnership how the firm proposes to weather the inevitable storms.  The cruise ships of old always had two captains:  One who appeared in dress whites and instilled  confidence in the passengers; the second was a seasoned and wizened sailor who worked tirelessly at the helm to bring the ship to port. Law firm partners need to have the confidence that its ship of state has both on board and the captains need to enjoy the confidence of all stakeholders.

3.  In days of yore, pressure on profits resulted in simply billing existing clients more hours. These days are gone. General counsel, aided by purchasing agents and corporate project
managers are more likely than ever to put an early stop to inflated hours.  They also have alternate providers of legal services whispering into their ears, “we can do this better, quicker and cheaper.” Firms need to figure out how to do so as well.  This may require the firm to form a strategic partnership with an alternative provider of legal services or create its own subsidiary or affiliate. In all events, despite some great advances in technology, you still can’t produce a product at cost of $100 and sell it at $80 and then make up the difference in volume.

4.  Firms cannot delay infrastructure investment any longer.  That may require biting the bullet and investing firm profits in essential infrastructure and simply swallowing the dubious ignominy of a short term drop in PPP. If you take this route, issue a press release early on announcing that the firm has such a high degree of confidence in its own future, it is making a substantial investment in its  own future, foregoing short term PPP in favor of  long term growth and viability. Alternatively, private equity firms are prepared to invest in a state of the art legal processing law firm affiliate, but will obviously be a significant equity participant in the profits of that venture. The paradox of this essential new technological infrastructure is that it will result in the delivery of legal services at costs lower than currently prevail in BigLaw, but is made essential by the mounting competition of alternative providers of legal services.   The ethical rules precluding non lawyer ownership of law firms play no role here. (Professor Larry Ribstein of the University of Illinois School of Law very recently conducted a compelling online symposium on the de facto and de jure deregulation of the practice of law).  Indeed, Clearspire, a breathtaking new model law firm is built entirely a new model, owned in essence by non-lawyers. The result is that Clearspire offers an array of quality BigLaw legal services by BigLaw trained lawyers, primarily at fixed fees and bills at a fraction of BigLaw rates. An important warning here:  Do  not look to private equity as the safety net that will allow BigLaw to weather the coming storm.

5.   We know what many of the unknowns are.  Gaze carefully over the horizon and be mindful of oncoming unknown unknowns.  As Captain Smith of the Titanic said “We do not care  anything for the  heaviest storms in these big ships. It is fog that we fear. The big icebergs that drift into warmer water melt much more rapidly under water than on the surface, and sometimes a sharp, low reef  xtending two or three hundred feet beneath the sea is formed. If a vessel should run on one of these reefs half her bottom might be torn away.”  We may have survived the big storms, but if we permit the fog to cloud our vision, we might sink.

© Jerome Kowalski, September, 2011.  All rights reserved.

 

Jerry Kowalski, who provides consulting services to law firms, is also a dynamic (and often humorous speaker) on topics of interest to the profession and can be reached at jkowalski@kowalskiassociates.com .

The Clock is Ticking: In Five Years, Traditional Law Firms May be Extinct. What Are You Doing to Avoid Being an Artifact?


The Clock is Ticking: In Five Years, Traditional Law Firms May be Extinct. What Are You Doing to Avoid Being an Artifact?.

The Clock is Ticking: In Five Years, Traditional Law Firms May be Extinct. What Are You Doing to Avoid Being an Artifact?


The Clock is Ticking: In Five Years, Traditional Law Firms May be Extinct. What Are You Doing to Avoid Being an Artifact?.

The Clock is Ticking: In Five Years, Traditional Law Firms May be Extinct. What Are You Doing to Avoid Being an Artifact?


The Clock is Ticking: In Five Years, Traditional Law Firms May be Extinct. What Are You Doing to Avoid Being an Artifact?.

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