Firms making up Big Law have heard the “i” word and are responding.
Innovation is on the lips of chairpersons everywhere; innovation committees are cropping up; innovation chiefs and partners are proliferating; and strategic plans are being amended to include the “i” word. “We must innovate,” is the command of the hour, of the month, of the year. When the firm declares innovation as a goal and begins looking around for who and how to proceed, how do you go about innovating when the boss tells you to do it?
Strategic Innovation as an Emerging Firm Function looks at the ways in which innovation and strategy can be incorporated into a law firm, as a function, rather than a concept. Some firms respond by adding roles to the c-suite. Others create whole departments. Others still task individuals with the process as part of their everyday duties. What is clear is innovation is becoming a function – as tangible and present as marketing, as sales, as any of the other key roles that make up a law firm.
Chapter 1: Structuring for innovation
By John Alber, futurist, International Legal Technology Association
Chapter 2: Innovation for law firms; it’s not what you think
By Simon Nash, director, Insight Limited
Chapter 3: Where does innovation sit?
By Duncan Hart, consulting lawyer, Duncan Hart Consulting
Chapter 4: Profiling the legal strategy and innovation officers
By David Parnell, founder, True North Partner Management
Chapter 5: Why innovate? The link between strategy and innovation
By Langdon Morris, founder, Innovation Labs
Chapter 6: Innovating strategically: how to match your innovation
efforts to your plan for the future
By Christie Guimond, corporate development manager, Bird and Bird
Chapter 7: DWT De Novo - a case study
By Lawton Penn, head of DWT De Novo, and Samuel Davenport, director of legal business solutions, DWT De Novo
Chapter 8: Establishing the right cultural fit
By Carrie Hannah, chief strategy officer, Gunster