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practical ideas for better law firm management
Navigating Through a Changing World
APRIL-JUNE 2026
We know the word “existential” is overused, but…
Many law firms, especially small and midsize ones, are within five years of an existential crisis. Worse yet, many of them are, at best, only vaguely aware of the risks — and opportunities! — just over the horizon.
What will happen when a founding partner of the firm decides to retire? Can the firm survive without them? What are the options and sometimes hard choices that the founder and the “next generation” of partners will have to make?
This issue of Walker Clark Worldnotes examines how law firms can plan for and move through the challenges of a founder’s departure and continue toward a successful future for their firm.
Navigating Through a Changing World
FEBRUARY-MARCH 2026
“Our client is our most important asset.”
Most law firms trumpet this sentiment, or something like it, on their websites and in their pitches to prospective clients. Many of them also fail to demonstrate it, not because they do not care, but because they do not really understand what is needed to build sustainable client relationships.
This issue of Walker Clark Worldnotes examines examines these firms’ all-too-common weaknesses in client relationship management and their implications.
Navigating Through a Changing World
DECEMBER 2025 - JANUARY 2026
This is the time of year when many law firms scan the horizon, sometimes in hope, sometimes in near desperation, searching for growth opportunities.
Why do so many of these initiatives frequently produce disappointing results or sometimes even fail altogether, especially for small and midsize firms?
In most instances, the answers can be traced back to weaknesses in, and in some cases the complete absence of, a strategic business case for the initiative. This issue of Walker Clark Worldnotes examines these all-too-common flaws and their implications.
Navigating Through a Changing World
OCTOBER-NOVEMBER 2025
This issue of Walker Clark Worldnotes considers the characteristics that changing market conditions, advanced technology, and increasingly sophisticated and demanding clients will require for a law firm to continue to be successful — indeed, even to survive in some cases.
But how will these “future-leading” law firms get there? We also outline a proven methodology that already is helping law firm managers worldwide to lead and manage profound changes in their law firms.
