Mid-sized law firms in today’s legal marketplace are often given three choices: merge, grow, or die. That’s accepted wisdom.
Mid-sized firms may try to compete for profitable corporate litigation, deals and other bread-and-butter work, but everyone knows they (1) don’t have the IT and other systems heft to innovate with the big players (2) don’t have the scale to market and compete for global business and (3) can’t attract the talent they need to go head-to-head with Big Law on major work.
But what if that’s wrong? What if mid-sized firms are in an ideal position to fix what’s wrong with law practice today? Competitive Strategies for Mid-Sized Law Firms – a collection of essays by and about mid-sized firms – offers a new perspective.
Chapter 1: Why not start the revolution in the middle?
By John Alber, futurist at International Legal Technology Association and Institute for the Future of Law Practice
Chapter 2: Turning the law firm pyramid upside down
By Fred H Bartlit, partner, Bartlit Beck LLP
Chapter 3: Big Four, Big Law, Mid Law – how mid-sized firms can outcompete the competition
By Stuart Wilson, former global chief marketing and business development officer, Dentons, and chief marketing officer at KPMG
Chapter 4: The Janus challenge
By Nancey Watson, president of NL Watson Consulting Inc
Chapter 5: Mid-sized law firms – competitive and innovation strategies
By Mark Medice, principal, LawVision LLC
Chapter 6: Tools and tech – the extent to which technology can help level the playing field
By Anand Upadhye, VP business development, Casetext
Chapter 7: Mid-sized firms – the right combination of grit and resources
By Tom Jones, CEO, Iridium Technology
Chapter 8: Using data to create leverage: advantages for mid-size firms
By Justin Brownstone, Gavelytics
Chapter 9: We’re ready to be innovative – now what?
By Chris Austin, director of records and information management, Bowman and Brooke
Chapter 10: Strategic thinking for mid-size law firms
By John Sterling, Sterne Kessler
Chapter 11: Differentiation and innovation – enabled by culture
By David Urbanik, chief operating officer, Halloran and Sage