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A compilation of ALM Intelligence's six most popular Law Firm Management products.
The Survey of Law Firm Economics contains one of the most complete, accurate, and up-to-date sets of economic statistics and financial data available about law firms. Published annually, the Survey will help you measure your firm against comparable firms in terms of financials, billing rates, billable hours, compensation, and staffing ratios. The Survey provides a meaningful baseline against which to assess your firm's performance and profitability.
Our survey of C-level officers at America's largest law firms. We asked CMOs, CFOs, and COOs about their jobs, and their firms.
A look at the satisfaction levels of third-, fourth- and fifth-year associates at Am Law 200 firms.
For a firm to be included in the National Rankings chart, we must receive ten or more completed surveys from associates with the firm. A firm’s national score is the average of 12 questions on the survey that summarize the firm’s qualities, including the interest and satisfaction levels of work; benefits and compensation; relations between associates and partners; training and guidance; management’s openness about firm strategies and partnership chances; the firm’s attitude toward pro bono work; billable hours policy; and the likelihood of the associate being at the firm in two years.
A firm must have at least five completed surveys in an office to receive a city ranking. The same 12 questions are calculated for individual cities or markets to determine branch scores and rankings.
The future of the Big Four in the legal market is yet to be determined. ALM Intelligence’s research suggests that three future scenarios seem most likely:
1) Remain Focused on Legal Services with an Accounting or Consulting Overlap: the legal arms of the Big Four could remain in their current form – ancillary businesses designed to support the company’s core tax and advisory arms.
2) Expand into a ‘Full Service’ Offering: the Big Four could expand into a wider range of legal services, and transform their legal arms into standalone businesses similar to their current tax and consulting offerings. Such a move would bring them into direct competition with leading law firms.
3)Develop a Managed Legal Service Offering: the Big Four could develop a range of managed legal services which looks similar to the current offering of alternative legal service providers.
This paper examines each of these scenarios – which are not mutually exclusive - in detail. Each offers opportunities and risks to the Big Four, to law firms, and to other players in the legal market.
The report, featuring the results of ALM Intelligence’s inaugural Law Firm Succession Planning Survey, as well as supporting research and interviews, examines the current state of law firm succession planning and multigenerational work, and includes a list of practical strategies for firms to better prepare for their future.
The A-List, published annually in July, is based on rankings taken from four ALM surveys that ALM Intelligence conducts throughout the year. Both revenue per lawyer and pro bono ranks are taken from the Am Law 200 while the Diversity Scorecard) and the Midlevel Associates Survey provide the diversity and associate satisfaction ranks, respectively. The A-List formula provides a collective measurement of the most successful and committed firms in the United States. Data fields include:
* A-List Rank
* Firm Name and Location
* Overall A-List Score
* Revenue per Lawyer Score and Rank
* Pro Bono Score and Rank
* Midlevel Associates Score and Rank
* Diversity Score and Rank
* Female Equity Partner Score and Rank