Peer to Peer Magazine

June 2013

The quarterly publication of the International Legal Technology Association

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Patrick Johansen, CLM, CPP is the Director of Business Development at Brinks Hofer Gilson & Lione. He has spent a decade in law firm marketing and business development. Patrick previously served on the ALA Greater Chicago Chapter Board of Directors and the LMA Chicago Chapter Board of Directors. He blogs at www.patrickonpricing.com. The legal community took notice in February 2012 when Scott Green, a Harvard MBA with administrative stints at Weil, Gotshal & Manges and WilmerHale, was named Chief Executive Officer of Pepper Hamilton. For the first time, a member of the "big law" club had ceded full business responsibility to a non-lawyer; a CEO had been put in charge of a law firm. The move was deliberate, according to Pepper Hamilton's former Executive Committee Chair Nina Gussack: "We concluded a management model that more closely resembles those of our clients would enable the lawyers at Pepper Hamilton to focus on providing legal services in the most effective way for our clients." Lawyers and administrative staff — indeed, the entire legal profession — should prepare for a remarkable transition of power. Lawyers, for economic and educational reasons, will begin to recognize their value as revenue generators and will step away from hands-on management. As this transition advances, administrative staff will have new career opportunities with a focus on making law firms more like corporations and more profitable. TWO DRIVERS OF CHANGE Since the Great Recession, the legal profession has been enduring a surprising and unwelcome market adjustment. For the first time in a generation, key performance indicators all dropped: billable hours, annual rate increases and even collections. As the industry was hit by the nation's economic crisis, it is not surprising economic conditions forced law firms to re-evaluate their business models. As a part of that self-evaluation process, firms began to recognize another significant factor in the "new normal:" education. Lawyers are not trained economists or businesspeople, yet they are asked to lead sizeable Peer to Peer 51

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