Blog

As law firms emerge from the pandemic, they face the challenges of coping with its aftermath while settling on new ways of working in the long-term.

As we recover from an unprecedented 19 months within our sector, marketing teams and clerks’ rooms are keener than ever to try out something new in the promotion of their businesses.

As we look towards the end of 2021 and at how the Bar has adapted to the harsh realities of the pandemic, the question beckons as to what the future holds.

The global coronavirus pandemic, and the rise in people working from home, has unfortunately provoked a growth in cyber-crime. The UK government estimates that the cost of cyber-crime is £27bn per annum.

When does an after-the-event insurance policy provide adequate security for a defendant’s costs? The short answer is that it very much depends on the wording of the particular policy.

Official figures showed that, between 2012 and 2017, employees who mainly worked from home were less than half as likely to be promoted than all other workers.

The vast majority of law firms have no instant messaging capability. In what other sector is that the case? Most stick to traditional communications channels. In 2021 there’s no good reason for that.

Commercial success is the driving force for ambitious law firms and it should come as no surprise that many have a renewed determination to re-evaluate their businesses in the wake of Covid-19.

TV dramas have made many people think that the legal profession consists of heroes (or villains) in high-flying firms or public prosecution. In reality, nearly a quarter of solicitors work in-house.

Increasing demand for ‘hot’ areas of law inspires opportunist law firms to hire more specialists to add to their firepower – the right people at the right time. Yet this is a big ask.