Legal Mosaic Essays on Legal Delivery
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<str<strong>on</strong>g>Legal</str<strong>on</strong>g> <str<strong>on</strong>g>Mosaic</str<strong>on</strong>g>: <str<strong>on</strong>g>Essays</str<strong>on</strong>g> <strong>on</strong> <str<strong>on</strong>g>Legal</str<strong>on</strong>g> <strong>Delivery</strong><br />
not billable hours and profit-per-partner. Translati<strong>on</strong>: new skills are<br />
required for young lawyers to be market-ready whether they work at<br />
law firms, in-house, or for service providers. Those skills include: e-<br />
Discovery, c<strong>on</strong>tract management, IP, cyber-security, and project management<br />
to cite but a few.<br />
The parallels between traditi<strong>on</strong>al law firms and law schools are striking.<br />
Both tend to overlook that though legal practice is very much the<br />
way it has always been, legal delivery is being transformed. And that<br />
includes the integrati<strong>on</strong> of “legal” problems into business and technology<br />
issues. <str<strong>on</strong>g>Legal</str<strong>on</strong>g> delivery has become a three-legged stool of which<br />
legal expertise is but <strong>on</strong>e element. C<strong>on</strong>sider that Illinois recently became<br />
the fifteenth State to adopt Rule 1.1, “(Lawyer) Competence” to<br />
require attorneys to stay abreast of changes “including the benefits and<br />
risks associated with relevant technology.”<br />
“Just being a lawyer” does not cut it anymore. If lawyers do not broaden<br />
their skill base, they could go from a starring to a support role in the<br />
delivery of their services. D<strong>on</strong>’t believe this? C<strong>on</strong>sider that many large<br />
companies and industry groups are routinely retaining lobbying firms,<br />
crisis management boutiques, and accounting firms to handle some of<br />
their biggest business challenges. Lawyers might identify those challenges<br />
as “legal”, but clients often d<strong>on</strong>’t. In the end, clients, not lawyers,<br />
determine when-and for what-lawyers are required.<br />
C<strong>on</strong>sider also the changing role of in-house lawyers who practice in a<br />
corporate, not a traditi<strong>on</strong>al law firm partnership model. They are morphing<br />
from working solely <strong>on</strong> “legal” matters to supporting business<br />
in an array of roles including corporate governance, cyber-security,<br />
risk management, and other technology and business driven activities.<br />
Simply “being a lawyer” does not fit their new job descripti<strong>on</strong><br />
and resp<strong>on</strong>sibilities.<br />
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