Leaders and employees from both tax and legal industries indicate that the demands for agile working, flexible resource management, project management, and diverse teams are here to stay.

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In order to get from A to B, firms need to embrace fast-track process improvement methodologies. This is an area that is unique to each law firm, of course, because there are so many aspects to consider.

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In recent weeks, the headlines say it all. Law firms are doing everything possible to minimise the economic downturn and the ongoing financial woes created by the COVID-19 pandemic.

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Over the past few weeks, the legal industry, like the rest of the economy, has struggled with how to respond to the COVID-19 pandemic.

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No matter the area of the law you specialise in, without a suitable platform or provider to keep abreast of precedents and court rulings, you may go excessively overtime – billable or not – on legal research admin.

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How can law firms successfully embed lawyer well-being in the culture of their firms? Leaders tackled the question in a recent fireside chat, hosted by Thomson Reuters.

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Market forces are converging to change the competitive environment for law firms. What role does a firm’s business model play in achieving success? Michael writes on how one law firm’s unique model has led to fast growth.

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