September’s scintillating subjects – the month’s ten most interesting posts

More examples pulled together of legal departments pulling together (Sept. 8, 2010)
Commends collective actions by legal departments and notes examples

Deep down, law firm leaders may not want law departments to improve (Sept. 8, 2010)
Some partners may harbor secret thoughts that the less effective a legal department is, the more it needs outside legal assistance.

Tension between limited core staff and deepened bench strength (Sept. 15, 2010)
You can gain the benefits of a core of dedicated lawyers at a firm but that thwarts the development of bench strength.

Putting a firm’s value where its client’s money is — a firm offers: pay us what you think our legal services were worth (Sept. 16, 2010)
A UK firm CMS Cameron McKenna invites clients to ‘pay what you think the work is worth’

Law departments, ponder the spread of large, funded, business-like non-firm LPOs (Sept. 21, 2010)
Armadas of hungry legal talent have money, ambition and economics so have taken aim at the entire field of legal services.

Quick-reference procedures guides would help legal departments (Sept. 22, 2010)
Reference guides for how the various jobs in the department are done will help with process improvement, self-learning, and backup capabilities.

Work hard for pomodoros – with an egg timer – to fight against the urge to procrastinate (Sept. 22, 2010)
Work on single tasks in chunks of time called pomodoros.

If buyers now hold sway, it is not just because of corporate client cost pressures (Sept. 23, 2010)
Many reasons other than cost pressure changed the relationship between buyers and sellers of legal services.

Maybe law departments should scrap evaluations of favored firms? (Sept. 23, 2010)
A more fruitful use of time might be for in-house lawyers to evaluate the fringe firms, the ones that have not embedded themselves through good service over a period of time.

21st century patent lawyers should contribute far beyond prosecution of patents (Sept. 28, 2010)
Prep and prosc should give way to transactional IP advice such as licensing, strategic analysis of the patent landscape, and guidance of R&D.

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