The ‘Renaissance Attorney’: No, Lawyers Don’t Need To Learn Math Or Science (Yet)
The more you can do for a client, the more a client will rely on you, making you a more indispensable asset to their business.
Inside Straight: The Structure Of Corporate Law Departments
An in-house lawyer’s work environment turns in part on the structure of a corporation’s law department, and outside counsel can better serve clients if counsel know how a law department is organized….
Managing Partners are Navigating the AI Inflection Point.
New executive research from Ari Kaplan explores how law firm leaders are responding to changing client expectations, evolving economics, talent transformation, and AI governance.
Inside Straight: Loving The Ignorance, Part II
When you're at a law firm, it's likely that you sell in part substantive expertise. When you move in-house, you're no longer selling anything. Will you lose your expertise?
From Biglaw to Boutique: ‘There’s a Practice Guide for That’
Tom Wallerstein's firm, like most firms in California, has a series of Rutter guides on its shelves. And even though he runs a virtually paperless office, he still loves his printed Rutter guides. Wallerstein even has a joke about Rutter. Whenever a colleague questions his ability to solve a particular issue, he jokes, “I’m sure there’s a Rutter Guide for that.” The joke has a serious point, namely, that the basics of most practice areas can always be learned. And if it’s easy enough to learn a practice area, why shouldn’t a lawyer forming a small firm become a true generalist; handling everything from family law, wills and trusts, civil, criminal, and essentially whatever walks in the door?