Warren Buffett, the quintessential capitalist, was recently quoted:

“[t]he single most important decision in evaluating a business is pricing power. If you’ve got the power to raise prices without losing business to a competitor, you’ve got a very good business. And if you have to have a prayer session before raising the price by

It seems reality continues to encroach on the practice of law. Announced this week in the UK is “a bid to create the first solicitors franchise.” The idea is to create a standard platform of back-office systems and services and then franchise that out as a law firm platform to different locations and markets. The

As a corollary to the profitability series, this post tackles the need for KM to be tied to profitability in a law firm. Otherwise it becomes KM for the sake of KM. Ron Friedmann’s recent post on KM Reincarnated combined with some recent evaluations of Legal Project Management (LPM) software got me thinking


There are moments in the life of every Information Technologist when you wonder, maybe only to yourself, silently, why do I care so much? And yet you do. And the next question is, am I doing the right thing? In the right way? Is there a better way? It’s a slippery slope and it’s hard

In the series on law firm profitability, the clients weren’t directly addressed. As law firms struggle to adapt to a profit margin business model, what will the impact be on how much clients pay and on the quality of services they receive?

We explored two basic methods for lowering the cost of delivery of legal

In the last post in this series on law firm profitability, we examined the implications of shifting from a cost-plus business model to a margin model for law firms. The bottom-line is that firms need to reduce the number of hours it takes to provide a service, and/or reduce the average cost per hour for