Not just technology... but the “people and process” aspects of law firm innovation.
Your firm’s future is unlikely to be governed by many lessons from its past...
For the vast majority of our history, law firms have simply needed to evolve to compete effectively. The pace of change was such that we only needed gradual adaptation in order to succeed. But today, the evidence is undeniable that, even in the past five years, the convergence of economics and technology has fundamentally altered the business landscape both for our firms as well as for our clients.
A considerable obstacle to transformation in today’s competitive legal market is that we are often best-advised to make only the safest of choices, such that when one hears someone say, “that is what we have always done” you know that you are dealing with conventional wisdom, ossified into an orthodoxy that is likely to witness firms all following the same strategy as the herd—a recipe for mediocrity at best.
Ark Group’s Law Firm Innovation Summit has identified and brought together some leading‐edge examples of firms aspiring to challenge some of this commonly accepted thinking. Through case study and interactive discussion, we will hear from law firms that have taken some risks and pushed some boundaries—doing something genuinely different that clients have taken note of and/or reward.
This full‐day conference (taking place at Suffolk Law School in Boston) will be largely focused on more of the “people and process” aspects of law firm innovation—shining a light on several innovative endeavors where the “innovation” may in fact be the service offering itself—or perhaps an element of the business model impacting the manner in which the firm communicates and collaborates with its clients.
Unlike the majority of events addressing the subject of Innovation, in terms of what might be accomplished with technology, this conference endeavors to go beyond the enabling technology—with topics ranging from partnering with clients to productizing services, developing external alliances, transforming the talent management function. to encouraging lawyers to invest billable time in new, innovative approaches to the business (and practice) of law—as well as approaches to dealing with market disruption itself.