Walker Clark Worldview
commentary and insights for law firm leaders
United Kingdom Watch List for 2026
UK small and midsize law firms face a 2026 that is likely to be shaped by slower domestic growth, geopolitical instability, regulatory change, and rapid technology adoption, but also by new demand for local, pragmatic legal advice.
Five developments in particular merit close attention because they will both disrupt traditional law practices and open new niches for agile community-based firms
Caribbean Watch List for 2026
Caribbean law firms face a more complex mix of economic, regulatory, and geopolitical forces in 2026 than at any time in the past decade.
Five developments deserve particular attention and, for many firms in the region, should be part of their business strategy at least for the next three years.
Southeast Asia Watch List for 2026
Law firms in mainland Southeast Asia and the broader ASEAN region will navigate 2026 in the shadow of intensifying great‑power competition, new trade and investment regimes, and accelerating digital and climate transitions.
Five developments stand out as especially important for firms in Vietnam, Cambodia, Thailand, Laos, Indonesia, Singapore, Malaysia, and Myanmar that want to move ahead of, rather than merely react to, these shifts.
Southeastern Europe Watch List for 2026
Law firms across Southeastern Europe enter 2026 facing a mix of opportunity and risk shaped by EU enlargement dynamics, regional investment flows, and shifting energy and security architectures. Five developments stand out as especially important for law firms in the region to monitor closely in 2026.
Three of the Worst Mistakes in Law Firm Business Planning
Of course, the biggest and most costly mistake in business planning is not to have one at all.
In the past two weeks, several law firm managing partners have asked, “What are the worst mistakes that law firms make in business planning?”
Going beyond the obvious answer, above, there are three particularly costly mistakes that small and midsize law firms (and sometimes even larger ones) make when developing their business plans for the new year.
Transitioning to an Institutional Law Firm
Although there might be exceptions, “institutional” law firms appear to have been most successful in attracting and retaining international clients.
These are law firms that either never were traditional family firms nor were built on the vision, reputation, and hard work of a single founder. As a general rule, they are usually best capitalized to make long-term strategic investments. They also are most likely to have reliable and efficient decision-making processes. They have management structures and systems in place that, although not perfect, assure a reasonably consistent delivery of the highest level of professional excellence and client service.
Any law firm, regardless of size, can become an institution in its legal services market.
Signs and Portents
We’re just lawyers, not fortune tellers.
Actually, there is a lot that even the smallest law firm can do to anticipate future trends and developments that will affect them and their clients.
Here are five simple but reliable macroeconomic indicators that any law firm an use to anticipate future trends more accurately and be better prepared for both the expected and the unexpected in 2026 and beyond.
What will be most important to your business in 2026?
What should drive your law firm’s business plan for 2026?
Too many firms try to do too many things at once—and accomplish far less than they could if they focused on just two or three high‑impact strategic priorities.
As 2026 approaches, small and midsize law firms face an environment that demands a sharper sense of direction than ever before. Markets are shifting. Client expectations are evolving. Technology, regulation, and competition have blurred traditional boundaries of size and geography. Amid all this, clarity of purpose—expressed through a few well‑chosen strategic priorities—is not simply good management practice; it is an essential survival strategy.
At the Crossroads
Around the world, many first-generation law firms have reached a pivotal juncture. Their founders—now in their fifties or early sixties—are beginning to contemplate retirement and the future of the practices they built.
Without a well-informed and realistic plan, a successful legacy can quickly dissolve once the founder steps away.
Are you ready for unexpected opportunities?
Sometimes the greatest risk is the risk of unexpected success.
According to recent coverage, some of the largest U.S. law firms have become less likely to contest Trump administration actions in his second term, reportedly due to new executive pressures and retributive policies targeting law firms perceived as adversaries. As a result, cases that would traditionally be absorbed by these firms are cascading down to smaller practices—many of which face limits in staff, technology, and financial resources to handle this new caseload.
Taking on a sudden, unpredictable surge in caseload can jeopardize a small firm’s service quality, staffing capacity, and client relationships.
Is one year enough?
Should your law firm move to a “rolling” two-year business plan?
Integrating Business Planning, Compensation, and Career Advancement
The competition for legal talent has never been fiercer.
One strategy stands out for its clarity, simplicity, and effectiveness, especially for small and midsize law firms: integrating business planning, performance-based compensation, and career advancement into a unified career management path for senior associates and partners.
This post explores the structure and benefits of such an integrated system, how each component can be tailored to your firm’s unique needs, and why it is a transformative force for law firm performance and long-term lawyer retention.
