Walker Clark
Worldview Archives
What a Transatlantic Tariff War Means for Law Firms
The second Trump presidency has started with a flurry of activity characteristic of Donald Trump's management style. With the rapid movement over the last two weeks, it comes as no surprise that the EU is bracing for potential changes the US might try to force in the areas of economics, global security, and climate policy.
Is your law firm prepared for a Canada-US tariff war?
China is not the only country the Trump administration has in its tariff crosshairs. President Trump has already announced that we can expect to see a 25% tariff placed on all goods imported into the US from Canada, as early as February of this year. Why has Canada drawn this attention from the Trump administration? How can you support your clients that might be impacted by these new tariffs against Canada?
Great Power Competition and How to Manage it in the 21st Century
What are the implications that international geopolitical events have for law firms in the mid-2020s?
Guest contributor Gerald J. Kirkpatrick examines post-World-War-II diplomacy by the great powers and what its disruption or continuity might mean for the world in 2025 and beyond.
This is part of an ongoing series of informed commentaries on world events and the risks and opportunities they might present to law firms everywhere and their clients.
How could Trump Administration trade policy with China affect law firms and their clients?
Sarah Max continues her discussion of the financial implications of a second Trump administration. In this post, she unpacks some of Trump’s economic policies with respect to China and how those impacts are expected to affect the international financial industry.
What impacts should law firms expect from proposed Trump Administration tax policies?
This is the second of a series of articles about how the demand for legal services might change over the next two years under the Trump Administration. This article focuses on the effects of proposed changes to taxation.
What should law firms (and their clients) anticipate from the incoming Trump Administration?
With an impending administration change in the U.S. on January 20, 2025, many of our clients and professional friend have asked us the same question: What will the second Trump administration mean for my firm?
This is the first of a series of articles about how the demand for legal services might change over the next two years.
The Antidote to Fear
In recent confidential discussions with law firm leaders around the world, the author has noticed a very interesting apprehension that seems to be emerging as they consider the business prospects for their firm in for the next two to five years.
How then, can a law firm navigate through the strategic fears about the rest of the decade -- even the rest of 2025 -- with a reasonable degree of confidence?
“But it’s not my job…”
...or is it?
The inability to answer this question can be costing your law firm significant losses in terms of efficiency, operating expenses, morale, and lost opportunities.
Three Advantages that Small Law Firms Have in the Competition to Recruit and Retain the Best Legal Talent
The post-pandemic era of the mid-2020s has emphasized three things that small law firms must -- and can -- do to to attract and retain top legal talent.
Establishing a Risk-Management Program for AI in Law Firms
How can your law firm's risk management programs keep up with the ethical and practical challenges of artificial intelligence?
Here is a "quick start" outline.
Building a Culture of Quality in Your Organization
Introducing a successful quality assurance system usually requires profound changes in how people think about their work, how they interact with each other and clients, and how they prioritize and deliver legal services.
A culture of quality challenges traditional assumptions about how lawyers and staff contribute to the profitability of the firm and how they add value in their respective roles.
It can be challenging, but it is absolutely necessary for sustainable success in a competitive environment that has very little tolerance for poor service quality.
The Transformation of a Law Firm
Slogans and strategic plans do not build a quality culture in a law firm.
Actions do.
Deming's Fourteenth Point, "Take Action to Accomplish the Transformation," is a clarion call to organizations seeking substantial improvement in every aspect of their collective and individual performance.
Invest in professional development.
The most productive investment a law firm can make is in the continuing professional education of its people.
W. Edwards Deming’s Thirteenth Point of quality management, "Encourage Education and Self-Improvement for Everyone," holds profound relevance for law firms. In a profession defined by its adherence to precedent and its response to evolving legal landscapes, the emphasis on continuous learning becomes not just an asset, but a necessity.
Removing Barriers to Pride and Professionalism
Most law firms talk a lot about their "professional quality."
Most of them also unwittingly obstruct it.
By identifying and dismantling the barriers that prevent legal professionals from taking pride in their work, law firms can unlock a higher level of personal satisfaction and commitment, leading to superior service, client loyalty, and overall firm success.
Rethinking Performance Metrics
Old paradigms about how to measure performance might be preventing, rather than motivating, your law firm's success.
Law firms thrive on the quality of their legal services and client relationships. In this context, qualitative goals, not just rigid numbers, are more indicative of progress and can have greater diagnostic value in detecting and addressing problems before they become crises.
Beyond Mere Words
Empty slogans, exhortations to work harder, and irrelevant "best practices" are not only ineffective; they often are counterproductive.
They do not promote clarity. Instead, most people are left to wander in the fog, from data point to data point, without understanding where they are going or why.
Tear Down the Silos
Is your law firm an integrated professional business or a collection of fiefdoms?
This is the tenth in a series of sixteen articles that will explore the relevance and, for some law firms the existential importance, of W. Edwards Deming's Fourteen Points.
Deming’s ninth point in his Fourteen Points of Total Quality Management stresses a vital, yet often overlooked, aspect of organizational effectiveness: "Break down barriers between departments." As the practice of law becomes more complex and competitive, with greater challenges to sustainable profitability, this point is more important than ever before, even among smaller firms who might have “silos” that are so small as not to be noticeable.
Driving Fear Out of Law Firms
Law firm leaders must foster environments in which everyone feels secure and valued.
This is the ninth in a series of sixteen articles that will explore the relevance and, for some law firms the existential importance, of W. Edwards Deming's Fourteen Points, especially for small and midsize law firms.
Leading the Way to Quality in Legal Services
The legal services industry is awash in advice about leadership. How can Deming's Seventh Point build better leadership in law firms?
Here are five practical actions that Walker Clark clients are taking that are consistent with Deming’s Seventh Point and the outcomes that they are experiencing from each one.
Training: A Strategic Imperative
Training is not just a nice fringe benefit in law firms. It is an essential investment.
Training is not limited to understanding the intricacies of the law or mastering courtroom strategies. It extends to client interactions, administrative tasks, technological adoption, and even skills such as communication and collaboration. Making training an institution in a law firm ensures that everyone, from senior partners to administrative staff, operate at peak efficiency and with consistent standards.
It’s as important as paying the electric bill.
