Law360 (April 16, 2021, 5:43 PM EDT) — The global COVID-19 pandemic unearthed a rift between the way law firms categorize and go to market with practice groups and how clients view the consultative relationship.
At most law firms, traditional business development and client service delivery — and the financial incentive structures that support those elements — rely on practice group monoliths. These long-standing law firm structures do not support the development and sustainability of strong client-adviser relationships, and in fact, can be detrimental to firms and clients alike.
For example, intellectual property, bankruptcy, tax and litigation are practice areas that often exist as siloed verticals within the law…
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