Research suggests that there are gender differences in business development. Regardless of industry, women tend to develop relationships for the intrinsic value of those relationships, while men do so for the potential yield those relationships may bring. Men approach prospects with the goal of obtaining business, whilst women's goal is to build ties. A gross generalization? Maybe. But the fact is, there are still far more men in partnership and leadership roles than women, and business development - the people you know, your order book, and your ranking within an organization - is key to that. The book features multiple contributions from women across the globe, looking at the skills and techniques, experiences and talents that female lawyers use to develop their practices and grow their order books, acting as both inspiration and motivation to its readers. Developing successful, authentic, out-of-the-box business development strategies in a largely male-dominated profession is a challenge for many women lawyers. Where many senior partners have developed business by playing golf or taking their clients for cigars and steaks, women need to find a different way to develop business based upon their own personal interests and strengths.

The COVID-19 pandemic has undoubtedly had a seismic and lasting impact on how the business of law is conducted. Whilst 2020 certainly expedited changes that were already trending - flexible work schedules, fully-remote offices, revised resource allocations, new client expectations - it also forced firms to adopt practices, methodologies, and strategies that pre-COVID they insisted they could not. These changes are not only here to stay but have become the expectation. Law firm attorneys, staff, and indeed clients are no longer interested in a traditional office, nor the practices that typically occurred within them. The modern law firm needs to evolve with both employee and consumer expectations in order to stay abreast with the post-pandemic world. The Post-Pandemic Law Firm looks at how law firms can make a paradigm shift, adopting an entirely new business model that focuses on providing outcomes, outputs, and results to their clients and internally places the wellbeing of their team as a cornerstone to the future long-term success and sustainability of the legal profession. Chapters include changes to business models, virtual and remote working, how the pandemic has affected women in the profession, the future of dispute resolution, M&A activity and changes to pricing models - all authored by highly respected practitioners in the modern legal system. For those law firms leaders and lawyers that realize a 'return to normal' is exactly the wrong approach, there is an opportunity to create a brighter future where work-life balance, market innovation, and smart use of technology will define the law firm of the future.

Legal services providers today need to innovate in their business models, delivery methods, and moreover in their value propositions in order to compete against competition coming in all shapes and sizes (and from unexpected quarters). New Directions in Legal Services examines the fast pace of change in the legal services sector, driven in part by new technologies, and considers what the future holds. We also look at some examples of new business models and service delivery methods that are disrupting the market, and the new approaches to pricing and profitability that are necessary to support new ways of working and delivering legal services. With research, insight and real world case studies from law firm leaders, NewLaw pioneers, in-house counsels, academics, consultants, and legal futurists New Directions in Legal Services covers: The impact of technology on the traditional law firm business model New business models altering the legal services landscape, driven by AI and emerging technologies Moving beyond AI and CC, what is the next big thing for legal services? How Design Thinking can be applied to legal service design The evolving legal talent pool Rethinking pricing and profitability to support new ways of delivering legal services Umbrella models for law firms Unbundling legal services and new options for in-house teams Law firm-client collaboration through the managed legal network Business model innovation - Implementing and sustaining change The message to the legal sector could not be clearer: innovate or die. New Directions in Legal Services clearly outlines how individuals, law firms, and legal departments are accepting the challenge and are innovating alongside the New Law service providers that have taken root in the industry to provide a growing array of options for lawyers and clients

The lack of women in power positions represents a poor return on investment for law firms, and could be costing them far more than they think in both economic and cultural terms. Quite aside from the widely accepted understanding that more diverse teams perform better, research shows that it actually costs more and takes longer to replace female partners than their male colleagues. Moreover, the scarcity of women mentors could be having a long-lasting effect on up-and-coming female associates. The problem is far from new but law firms' usual answers - business development training, diversity programs, investment in "women's initiatives" - doesn't seem to be having much of an effect, despite the collective millions firms are spending on these. The numbers of women attaining power positions in law firms have remained static for decades. By contrast, the percentage of women holding GC positions in Fortune 500 companies is growing, and women are increasingly likely to be found in in-house roles. Packed with fascinating insight, experience, and research from a broad range of lawyers, coaches, academics, thought leaders, and consultants, Beyond Bias: Unleashing the Potential of Women in Law considers just how much firms are costing themselves by failing to promote and retain talented women, the reasons their efforts have so far seen so little return, and the practical steps they can take to start to move the needle. We'll also consider what women can do more of to create and seize opportunities, claim credit where it's due, and get the most out of their business development efforts, wherever they practice. "Beyond Bias redresses some ancient wrongs with practical observations although who can say where we are going and where we will end up: the book is a major start on this new road so do read it soon." review by Elizabeth Taylor of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers and Reviews Editor, "The Barrister". See the full review here.