AI has garnered significant attention and shows promise for the future. However, adopting it prematurely without robust regulations poses risks. For the legal profession, one of the most critical concerns is the phenomenon of "hallucinations" in AI outputs.

In our recent article, The Power of Continuous Accountability: Implementing a Partner Accountability System,we spoke of the increased importance of accountability for partners. Dealing with partner performance issues is complex, and some partners may hold the view that a partner is independent and not subject to any intervention.

Instead of a continuous embrace, it seems many firms focus only periodically on managing cash flow (time entered, time billed, receivables collected), and usually it's when they've found themselves in a hole!

In the highly competitive and demanding world of law, a positive and healthy work culture is critical. The impact of a positive culture is not limited to the lawyers but clearly has a direct effect on the productivity of the staff, too.

The interest in profitability has increased exponentially. There are many different reasons for this increased focus, and there a number of practical steps that firms can take to address a decrease in profitability, albeit they are all short-term and will not guarantee long-term profitability.

Some law firm prognosticators have been sounding the death knell for strategic planning. Their thinking is based upon the opinion that traditional strategic planning for law firms is dying or ineffective due to several reasons: