Practice Management


Firms “avoiding radical staff measures” during crisis

27 May 2020

Most law firms have continued to resist radical measures to cope with the Covid-19 crisis, taking “moderate steps in the short term to ensure resilience in the long term”, new research has found.


Crisis gives firms “platform to accelerate change”

27 May 2020

The coronavirus crisis has given law firms a “platform to accelerate change” in promoting equality, the chief operating officer of Bristol-based law firm Burges Salmon has said.


Gateley redeploys staff to “busy” counter-cyclical areas

27 May 2020

AIM-listed law firm Gateley has moved underemployed staff to support counter-cyclical services that are “extremely busy”, it reassured investors yesterday.


Coronavirus prompts SRA to rethink closure of SIF

21 May 2020

The Solicitors Regulation Authority is to look again at whether to close the Solicitors Indemnity Fund – which covers claims made after firms’ run-off cover expires – in September this year.


Anxiety among aspiring solicitors has “skyrocketed”

20 May 2020

Anxiety among aspiring solicitors has “skyrocketed” due to the Covid-19 crisis, a survey has found, with 75% of trainees and paralegals expecting it to lead to “significant job losses at my level of seniority”.


Mergers keep coming despite coronavirus crisis

4 May 2020

The coronavirus crisis has not stopped a series of mergers taking place across the country in recent weeks, as well as specialist law firms starting up.


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Blog


AI in family law – drawing the line for clients and lawyers

AI is becoming increasingly intertwined with family law. Clients are using it to draft initial enquiries, prepare statements and, in some cases, to support themselves as litigants in person.


Why AI and leadership choices will define law firm profitability in 2026

Despite rapid advances in legal technology, the future of law will not be determined by software alone. It will be shaped by leadership decisions.


Legal director: an alternative to partnership

Firms are increasingly acknowledging the need for alternative senior roles – positions that offer influence and recognition without the obligations of ownership.


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