Walker Clark Worldview
commentary and insights for law firm leaders
Past the Pilot Stage: What Small and Midsize Law Firms Must Do About AI in 2027
In January 2026, we wrote that over the next three years AI tools would move from standalone apps into the tools lawyers already use, and that even "late adopters" would encounter AI during normal work whether or not their firm had an official AI program.
That three-year forecast took about nine months to come true.
The Challenges Facing Canada’s Small and Midsize Immigration Practices in 2027-2028
Small and midsize immigration law practices in Canada are a case study for law firms everywhere about the need for resilience in response to rapidly changing market-demand and regulatory environments.
Most law firms are not quite ready for an MSO.
There is a great deal of interest in management services organizations, or MSOs, as a way for law firms to obtain stronger financial, technological, human resources, marketing, and administrative support.
The interest is understandable. But most law firms are not yet ready to get the full benefit of an MSO.
Why Small and Midsize North American Law Firms Should Build Informal Strategic Relationships with Law Firms in India
“Do you know any good law firms in India that can help us with this issue?”
“Not offhand, but give us a day or two and, we can find one for you.”
There is a good chance that this response has already cost your firm a potential client.
Implementing Strategic Priorities in the Legal Profession
Why is change so difficult?
Change efforts are complex in any business or profession and are affected by many factors: e.g., clients’ needs; external pressures and expectations; competitive factors; economic and profitability dynamics; internal culture; personalities; power issues; stages of group development; and leadership capabilities.
There are no quick and easy answers; nor are there prescriptive solutions for success.
Is Your Law Firm Ready for a Thought Experiment?
Law firms are under pressure from shifting client expectations, new technologies, and non‑traditional competitors. In this environment, a glossy five‑year plan is not enough; firms need a way to understand and rehearse the future before it arrives. Strategic thought experiments offer a practical way to do exactly that — not just to see into the future, but actually step into it.
“Can’t we just do this ourselves?”
It’s a fair question, one that management consultants hear with some frequency.
Here are three reasons why not.
When Good Legal Work is not Good Enough
As they move into the late 2020s and beyond, law firms that want to stay relevant and profitable can no longer define success as simply giving accurate legal answers on time and on budget.
They must reposition themselves as strategic partners who help clients achieve business outcomes, not just resolve legal issues.
