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Last week, I wrote about the Post Office scandal. I made clear my view that resigning is not enough, but some people have rightly challenged me to say what I feel would be enough.

We do not envisage market conditions changing positively for some time. We anticipate that rates will continue to rise in October, although perhaps not quite as dramatically as in recent years.

Over many years now I have contributed to the conversation about the role and purpose of in-house lawyers, but in the last few weeks the Post Office scandal has rocked me to my core.

A legal workflow is a series of standardised tasks and actions that follow processes within a legal matter, which are completed in order to achieve a specific goal.

Even by the standards of government press releases, the Ministry of Justice’s announcement yesterday of the whiplash reforms was a masterclass of misleading propaganda.

The abrupt shift to remote working triggered by the pandemic has underlined significant cybersecurity threats for employers and employees alike.

A leading figure in the legal world observed recently that law firms “move only as quickly as necessary not to fall behind, and if it doesn’t seem broken there’s no need to fix it”.

The bi-annual SRA diversity survey will be run in late summer this year. The last survey took place in 2019 and saw 96% of firms reporting their data from more than 186,000 people.

With its customary stiff upper lip, the UK legal sector has weathered the pandemic storm amazingly well. But my guess is the numbers disguise growing tensions within many law firms.

More often than not, an M&A deal can present like an episode of Takeshi’s Castle – a challenging obstacle course almost designed to ensure failure, where only the most formidable succeed.