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With such change and a broad range of issues facing firms and legal teams, a greater emphasis has been placed on the psychology of change and how leaders go about solving problems.

New research shows that less than a third of solicitors use basic legal technology, with a lack of understanding among senior management a major barrier.

Dan Neidle has caused quite a stir by naming and shaming a tax KC for advice on a fraudulent tax scheme. I have often thought about when to name individuals associated with ethics problems.

Courts don’t necessarily have a reputation as being quick to change, but Covid-19 forced us to adapt. Undoubtedly, some were uncomfortable with the pace but it was mostly for the better.

When deciding where to train, or deciding on an NQ position, many are probably lured in by the high NQ salaries. But these are not necessarily a good indication of future earning potential.

Our world is awash with data and, given the sheer volume of digital artefacts out there, it’s only natural that some end up as crucial exhibits in court. But it’s not always easy.

When thinking about how to use AI effectively and safely within a law firm, it is key to identify and manage the associated risks, while not stifling innovation.

The SRA expects solicitors to be able to demonstrate to their clients the reasons why they believe a referral to a particular third party is in their best interests.

Today’s most successful firms know they must continually adapt and evolve. Those that have done so in the past can now take advantage of the new digital realities shaping our modern legal market.

Law firms are being swayed by the promises of artificial intelligence to automate routine work, deliver faster results and potentially provide greater value to clients.