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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 />

<strong>on</strong>ce part of the bundle of services under the law firm’s domini<strong>on</strong> and<br />

c<strong>on</strong>trol. Now that the delivery model has become so much more varied<br />

and diverse, who will emerge as the integrator of the supply chain? Or<br />

in the words of Reggie Jacks<strong>on</strong> – who will be the straw that stirs the<br />

drink?<br />

Many lawyers would disagree, of course. But look at medicine. Twenty-five<br />

or so years ago, internists c<strong>on</strong>ducted almost all aspects of an<br />

annual physical. Today, the doctor synthesizes informati<strong>on</strong> and test results<br />

performed by others. Does this render the physical any less thorough<br />

or effective? If anything, the new delivery model puts even more<br />

emphasis <strong>on</strong> the need for clarity of visi<strong>on</strong> and leadership in providing<br />

integrati<strong>on</strong>, guidance and general directi<strong>on</strong> in shaping the overall treatment<br />

plan. As well, it leverages the doctor’s time by focusing <strong>on</strong> tasks<br />

that she was trained to do.<br />

Why should delivery of legal services be any different?<br />

<str<strong>on</strong>g>Legal</str<strong>on</strong>g> practice is not under attack. But the traditi<strong>on</strong>al law firm structure<br />

is. It’s a buyer’s market, and clients- retail and corporate- have opti<strong>on</strong>s<br />

and leverage. And new players are stepping into the market- a positive<br />

development- combining legal expertise with technology and business<br />

process. <str<strong>on</strong>g>Legal</str<strong>on</strong>g> delivery has become a three-legged stool comprised of<br />

all three. Law firms have the legal comp<strong>on</strong>ent but have a difficult time<br />

retrofitting technology and process. It’s not in their DNA. By c<strong>on</strong>trast,<br />

service providers are most closely aligned to the corporate model; the<br />

best <strong>on</strong>es combine legal expertise with technology and process- minus<br />

the cost escalating law firm partnership model.<br />

The winning lawyers and structures will be those that focus <strong>on</strong> clients,<br />

not profit. They will implement new and better ways to serve clients by<br />

creating more cost-effective, efficient, and transparent delivery structures.<br />

The will also integrate the legal supply chain, forging seamless<br />

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