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It’s incumbent on law firms to think about new more productive and cost-effective ways of working throughout the lifecycle of a case, while also keeping an eye on how things will change.

I was six days into the Camino Portuguese, revelling in the simplicity of walking every day, cathartically clearing my head of long held baggage, when it happened.

As the A-level results scandal in 2020 proved, scrutinising the ever-increasing use of algorithms and big data by government is essential in ensuring they operate fairly, lawfully and without bias.

The way in which partnership profits are assessed is set to change with the introduction of Making Tax Digital, and the intention is that the basis period will change.

Every solicitor knows that an undertaking is serious stuff. Arguably it is the greatest power available to a solicitor – a promise, if broken, that will lead to immediate and serious consequences for the giver.

The coronavirus pandemic has plunged many litigators head-first into a new world of digital case management, and virtual and hybrid hearings.

Data, equity and inclusion analytics can play a pivotal role in increasing diversity and inclusion efforts by enabling organisations to effectively identify gaps, prioritise action and measure progress.

A law firm without a growth strategy is like any business that fails to plan for the future. It may continue to thrive in the short term but in the long term it is unlikely to succeed.

A recent story hit the headlines that CEOs were struggling to get their employees back into the office following the lifting of Covid-19 restrictions.

The general industry consensus is that multiple new entrants will continue to enter the litigation funding market, attracted by what they perceive as the potential gains and the lack of barriers to entry.