Walker Clark Worldview
commentary and insights for law firm leaders
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.
