Current economic and political uncertainty and volatility are concerning…Clients are prioritizing cost control.

Against the backdrop of uncertainty, how are law firms responding to market conditions?  Demand for legal services is down. Pressure is increasing to implement financial discipline measures to monitor profitability, performance, productivity and efficiency gains.  In light of the business environment, COOs and other business professionals are on the front lines of the prudent firms’ actions and reactions.

Questions We Will Discuss

• What are key drivers of profitability?

• What does it mean to compete?

• Will we see more mergers of firms?  What are the key reasons right now for firms to merge?  Why don’t mergers work out?  What is the role of COO in merger negotiations?

• What are ways to enhance integration?

• How can business executives build “sticky” client relationships?

• How should you protect the firm from cybersecurity intrusions?

COOs and senior business executives are on the forefront of firm activities to strengthen the firms’ defenses to adverse business conditions.  How can you respond?

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Building a Culture of Innovation

How can business services professionals help to build a culture of innovation?  Increasingly law firms will be run by business professionals.  Clients want COOs and other senior C-level executives to work directly with them.  Building client relationships is a key element of the COOs responsibilities.

Why Are Outside Counsel Guidelines Still Relevant?

Firms receive more RFPs than ever and the complexity of OCG’s has continued to increase. AI and data governance are the latest thorny client issue firms are facing.  What can COOs do to insulate firms from client pushback while still proceeding to develop firm large language models?