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  • The end of the mandatory Work-from-Home era

    This week (on 15 June 2021) the Financial Times reported that Morgan Stanley CEO James Gorman sent a tough message to New York-based employees who do not want to return to the office, arguing that if they are comfortable dining out in the city, then they should feel safe working at the bank’s headquarters. “If you can go into a restaurant in New York City, you can come into the office and we want you in the office,” Mr. Gorman said the bank had learned it could operate “with a little more flexibility” during the coronavirus pandemic. But he signaled that he would take a dim view of employees who did not work regularly in the office. In the financial services world, Morgan Stanley, certainly is not an exception. Notably Goldman Sachs has been very vocal and explicit that they want to see their bankers back in the office. Already early May Goldman CEO David Solomon distributed a memo notifying all US staff to be ready to report to the office by last Monday 14 June, while UK employees would be called back one week later. In other parts of the world where more progress in combating the coronavirus pandemic has been made, like the Asia-Pacific region, the bank’s offices are nearly full with returnees. JPMorgan Chase has sent a similar notice to all bankers and staff, as have several other big international banks. Little over a year ago, the pandemic left most of us with little choice but to work from home. For most law firms this represented an almost complete break with the work-from-home policies that existed by which working from the office was the rule and few exceptions were allowed. When this changed overnight, law firms quickly adapted and most were full up and running within a week. It is fair to say that the quality of the work did not suffer and that service to clients has remained uninterrupted. This as such is a major achievement of the legal industry as a whole. As the pandemic subsides we are faced with the question ‘what next?’ When we will make up the balance after one-and-a-half year working from home, there will be lessons to be learned. For starters, lawyers can be super-productive if there are no distractions and no ordinary workday limitations such a regular office-hours. Working from home, lawyers recorded more billable hours than ever before. The flipside of that coin does not shine as much, as the omnipresence of ‘the office’ in the home has vaporized the boundaries between work-life and private-life, causing widespread burnout and mental-health issues. Lawyers are feeling fatigued and exhausted. Lawyers should be called back to the office There is clearly one category of lawyers that suffered the most as a consequence of the mandatory work-from-home, these are the trainees and the junior associates. As any lawyer remembers, after you graduate from law school, you have to go through a steep learning curve before you begin the have a basic notion of what you are supposed to do as a lawyer. This type of training can only be done on the job by getting instructions, asking a lot of questions and mirroring behavior. Working from home makes this process very hard and partly impossible. There is no such thing as online apprenticeship. Young lawyers must be called back at the office as soon as possible. No exceptions. This requires the presence of those who teach and mentor them, so they should also be in the office, but perhaps not all of them all of the time. As some of you may know, one of TGO Consulting’s core concepts has to do with what we call ‘Swarm Intelligence’. This concept is derived from the observation that creativity, innovation and the ability to find solutions to complex problems, thrive when people meet, interact, communicate and share insights and ideas. This process functions best when everyone is in the same office. Also the so called ‘watercooler’ or ‘coffee machine’ encounters have proven to play a pivotal role in firm-culture, teambuilding and internal communication. True value is created when people meet and interact. Another argument to get everyone back at the office as soon as this can be done in a safe manner. And then there is the slight matter of all the cost of the expensive real-estate that law firms occupy. After salaries, for law firms housing is the highest cost. Invariably business law firms are in expensive locations and attach great value to having an impressive super high-end office to convey a message of success to visitors, clients and staff. This makes law firm offices very different from normal corporate headquarters or offices. For the legal industry, a power-office is very much part of the identity. Speaking to partners at different firms about the possibility that they could split offices, share offices and economize on their real estate expenditure, not one of them was interested in doing it, neither for themselves, nor their firm or associates. And definitely not the partners. This is yet another argument to ask people to come back at the office, it is there anyway and it costs a lot of money, so use it. Returning to the office will also reinstall the natural boundaries between work life and private life, and with the return of business lunches and watercooler breaks, it will also make the workload more bearable. Requiring lawyers to return to the office might help prevent burnout, stress and mental health issues. Also because it allows to watch-out for one another. The office should be different from how it was before I guess its clear that I am a strong advocate of lawyers getting back to the office. This however does not mean that I think we should go back to as it was before. I strongly believe that we should use the pandemic to change for the better. Working from home has taught us to that many meetings do not require in-person presence in order to be effective. Specially purely operational meetings can more efficiently be held online. This holds for internal meetings as well as meetings with clients. This will save time and by reducing travel, it will also help save the planet. Another thing I feel we need to get rid of are the standard office-hours. They date back from the early 20th century and they totally make no sense for a modern professional services firm. In this day and age we should give lawyers the freedom to come and go as they deem fit at any time of day and at any day in the week. Lawyers should be monitored for output, not for sticking to the 9-to-5 regime. Lastly, I would encourage law firms to partially redesign their expensive offices in a way that focusses on enabling interaction between people, rather than isolating them in small rooms or cubicles. An office will have most added value if lawyers frequently meet and interact without prior planning. Just sitting a whole day behind ones desk does not make sense. Then you could as well be working from home.

  • Subject: plz fix

    Despite the global pandemic, the legal industry has been doing exceptionally well during the past year. Almost without exception law firms reported their best financial results in history. The present year, 2021, is well on track to even surpass last year’s outstanding figures. As time progresses, it has become evident that exceptional results do come at a price. For 15 months now, most lawyers have been working their butts off coping with client demand. Being forced to work from home, there were no boundaries on worktime. Working across time zones, workdays could become only limited by the amount of sleep needed. All this is not an issue if it happens incidentally, now that it has been the new reality for almost one-and-a-half year, it has become a major issue. Data show that lawyers’ mental wellbeing is at an all-time low. In the first quarter of this year, more lawyers left their firm, than in the whole of the year before. At the same time, because of the amount of work, law firms are desperately trying to hire new talent. Partly to replace the ones that left and partly to scale up production. These two conflicting interests of overworked lawyers at the one hand, and almost out-of-control demand and the opportunity to make unprecedented partner profits, are at a high risk of spiraling out of control. We are seeing a rapid rise in bonuses as law firms desperately try to retain associate talent and persuade them to keep putting in the hours to do the work. Today at some firms associates are getting $164.000 bonuses to keep working 100 hours a week. From my perspective, this is nothing less than sheer madness. It is not sustainable, and it is not a solution to the problems. Talented young professionals are not taking it. Earlier this year, in March, a shockwave was sent through the financial world as a group of young Goldman Sachs bankers in a leaked PowerPoint slide deck, asked management for 80-hour week cap. They warned that they might quit unless their grueling working conditions improve. An internal survey showed they averaged 95 hours of work a week and slept five hours a night. Their personal relationships also suffered as did their physical and mental health. The report even includes bar charts showing the analysts’ deterioration from job stress. Before they arrived at Goldman, the analysts rated their mental and physical health on a scale from 1 to 10, with 10 being the healthiest, at 8.8 and 9, respectively. Since then, those numbers have plunged to 2.8 and 2.3, respectively, according to the bar charts. There are other strong signs that talented young professionals are revolting against the present workload. All over Instagram, associates are posting photos of themselves working in remote locations—brunch, a beach bar in Miami, a funeral—with the caption “plz fix,” a nod to the universally hated subject line and the culture of managers having zero boundaries between their attorneys’ legal work and the extraneous, nonbillable hours of their lives. The ‘plz fix’ is a general theme,” said the Am Law 100 law firm associate who created BigLawBoiz, an Instagram meme account with 102,000 followers. “While everyone agrees we’re paid well, everyone feels underappreciated and overworked.” Lawyers appreciate the Instagram content that compares the lofty image of Big Law with the daily toil of being a cog in the billing machine. Associates recognize the absurdity of the prestige because at the end of the day they know they are kind of a document monkey. According to BigLawBoiz there’s a lot of young lawyers that have a lot of self-worth and ego tied up in the fact that they work at a Big Law firm in a major city working a billion hours a year and don’t really have much going on outside of that. Forget about four-day work week. How about seven? I hope you are by now convinced that there is a serious issue. Knowing you are just a cog in the billing machine and having to put in up to 100 hours a week, is not sustainable. Throwing money at it, like an increasing number of law firms is doing, is not a solution. On the contrary, it only emphasizes that it is about PEP more than anything else. Now that we are all slowly returning to the office, what can be done? So if money is not the solution, what is? Perhaps we need to consider the 7 day work week. Bear with me, I am not saying that lawyers should start working 7 days a week, on the contrary. What I’m saying is that we are still having a work week and working hours that were conceived for blue collar factory workers at the time of the industrial revolution. Today, there is no rational argument requiring every employee adhering to the same inflexible working schedule. Professionals should have the ability to choose any day and any time to complete their work. Secondly, law firms should adopt a work-from-anywhere policy instead of just work-from-home. Obviously that workplace needs to meet certain criteria as it comes to confidentiality. Lawyers should still be encouraged to come to the office, but this will only have added value for in-person interaction. Going to the office and just sit behind your desk in your cubicle does not make sense anymore. Offices should become social interaction hubs, rather than a place of labor. Thirdly, law firms should improve their Project Management with great urgency. Part of the stress is needlessly created because of poor planning and unclear communication. Being an associate and having to check your email all night waiting for the partner’s comments on your draft, and not knowing how much work still needs to be done as a consequence, can create a great amount of stress even if you are not actually doing other billable work while waiting. It would be easy to go on with other suggestions to relieve the workload, but the article would become much too long. Professional Project Management and Workload Planning & Allocation are great and useful tools. In the face of an assignment overload, they will only help so much. Perhaps the time has come for partners to get more selective in accepting new mandates. If work is abundant, perhaps go for the better clients and the most interesting mandates and leave the ‘breadcrumbs’ to the mid-market firm, that is a few tiers below. Why not choose quality over quantity and reduce the workload while making the work more interesting at the same time…

  • Our obsession with ‘leadership development’

    So far this year I have put a great deal of emphasis on the fact that being a successful lawyer is more about human attributes than about anything else. For clients, legal expertise is simply a given, something clients just expect lawyers to possess. Just like any of us will expect that a dentist knows about your teeth and how to maintain and repair them. Surprisingly in real world conversations I have with law firm leaders, I find a number of them very hard to convince. The first hurdle that needs to be taken is the acceptance that it is not the legal skills that make a lawyer successful in the market. This is often difficult to accept, as anyone who made it partner has invested years of practice to master the tricks of the trade. Accepting that it is not primarily about this knowledge, might feel like many years wasted. Obviously this feeling holds no ground since lawyers need to learn to master the legal skills anyway. Even if it turns out not to be the decisive factor, a lawyer still cannot do without. A lawyer, just like the dentist, needs to acquire technical skills on the job. Second obstacle to overcome is the acceptance of Lifespan Learning. Basically what we are saying is that a lawyer is never finished training. There is no such thing as a ‘finished lawyer’, just like there is no ‘finished football player’. Even Messi and Ronaldo still have to participate in training. For lawyers, in reality, personal development stops pretty much once you have about five years of experience. The concept of Lifespan Learning, where you need to structurally develop, learn and improve from the first day you arrive fresh from law school, until your day of retirement three decades later, is somewhat alien to most partners. Having said that, it is worth mentioning that there seems to be one almost universal exception: Leadership Development. Even those firms that push back against the concepts of focusing on the non-legal skills and of Lifespan Learning, often have some sort of ‘Leadership Program’. We have noticed that Managing Partners and their HR lieutenants seem to find ‘Leadership Development’ a super important and attractive thing to offer to their rank and file lawyers. The question is why? Clients need lawyers, not leaders Leadership Development seems to provoke noble connotations. Who does not want to be the next great leader? Who did not secretly want to be like Nelson Mandela or Jack Welch, or Steve Jobs for that matter? Yes, Leadership Development sounds appealing, but the question is do we need this in a law firm? I would be inclined to say that law firms do not need this and that such programs are in general a waste of time. A law firm is in the business of helping businesses excel by taking care of their legal needs and obstacles. It does not take leaders to do that, it takes smart people with the right knowledge, experience and a lot of human skills. At no point will the client be better served by having a lawyer who successfully completed a Leadership Development program. To put it even more provocative: attributes that make great lawyers, in general make bad leaders. So why do Leadership Development Programs have such a wide appeal? It seems that poor practice management might be one of the root causes for that. Unfortunately there are still many partners that do not excel in project management and have a difficult relationship with the younger lawyers in their team as a consequence of that. If a partner is bad at project management, the workload for the associates will be irregular and unpredictable. Often work needs to be done ad hoc at the very last minute. This is not an issue if it happens every now and then, but it soon becomes a major issue if it gets structural. Poor project management also leads to poor training of young lawyers on the legal skills. Partners who manage their practice poorly, often don’t find the time to instruct less experienced lawyers, they falsely believe that it is faster if they do it themselves. Often this goes hand in hand with poor communication skills and lack of emotional intelligence. To reduce the corrosive and demoralizing effects of this type of shortcomings, law firms are offering training to both the partners and the associates. To masque the fact that a ‘defect’ needs to be repaired, the training is offered as ‘Leadership Training’. No partner wants to be told that he/she is particularly bad at managing their practice or communicating with their team, but every partner wants to be a leader, right? What I’m saying here is that law firms should stop being obsessed by the concept of leadership and focus on what really matters: being the best possible legal advisor/facilitator to your clients. This would mean embracing and adopting the concept of Lifespan Learning on the 7 core TGO Lawyer Development Dimensions©. Just to refresh your memory, these are: Business Knowledge, Practice Development, Practice Management, People Skills/Emotional Intelligence, Creativity, Presence/Confidence and Integrity. A career-lifetime of training and developing on these 7 domains will help nurture and maintain the best possible lawyers, capable of delivering unparalleled value to clients. As a parting shot, I need to point out that as I have written before, a law firm also would be well advised to have some sort of partner management development program. This will make partners better in understanding the business model of the firm and will make management transitions much more efficient. This is however an entirely different topic.

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  • press coverage | tgo consulting

    column de jurist May 2021 Jaap Bosman is a columnist for de Jurist , a legal market publication from Het Financieele Dagblad , Netherlands leading financial newspaper. The May column urges law firms not to go back to 'normal' but to 'better' (in Dutch). ACC Europe Annual Conference May 2021 The association of corporate counsel (ACC) Europe held its Annual Conference 2021 online. Together with GCs and law firm partners, Jaap Bosman held a session on Optimising partnerships with outside counsel through data and dialogue . column de jurist April 2021 Jaap Bosman is a columnist for de Jurist , a legal market publication from Het Financieele Dagblad , Netherlands leading financial newspaper. The April column looks at law firm investments (in Dutch). law firm leaders master class March 2021 Jaap Bosman held a Master Class for law firm leaders at the Law Firm Leadership & Management Program in Shanghai China. column de jurist March 2021 Jaap Bosman is a columnist for de Jurist , a legal market publication from Het Financieele Dagblad , Netherlands leading financial newspaper. The March column looks at how more rules on ethics will fail to give result (in Dutch). law firm leaders master class February 2021 Jaap Bosman will in March 2021 hold a Master Class for law firm leaders at the Law Firm Leadership & Management Program in China, joined by Scott Westfahl, Harvard, and Peter Zeughauser, Zeughauser Group. interview Jaap Bosman February 2021 Leading up to the Law Firm Leadership & Management Program in China, March 2021, Jaap Bosman has been interviewed on law firm management by legal publishing platform Zihe. column de Jurist January 2021 Jaap Bosman is a columnist for de Jurist, a legal market publication from Het Financieele Dagblad, Netherlands leading financial newspaper. The January column looks at five things we must improve in 2021 (in Dutch). article Modern Lawyer January 2021 Jaap Bosman contributed to Modern Lawyer with an article on swarm intelligence. Modern Lawyer is a publication of Globe Law and Business and edited by Dr Catherine McGregor. column de Jurist November 2020 Jaap Bosman is a columnist for de Jurist, a legal market publication from Het Financieele Dagblad, Netherlands leading financial newspaper. The November column looks at the financials of law firms in 2021 (in Dutch). legal awards October 2020 Legal publisher SDU annually hands our awards for achievements in the Dutch legal sector. Jaap Bosman is a member of the jury and had the honour to hand the Resilience Award to NautaDutilh (in Dutch). law360 October 2020 An article in Law360 (LexisNexis), by Aebra Coe, looks into partner pay guarantees: Is BigLaw Regretting Its Proclivity For Pay Guarantees? Jaap Bosman is asked to comment. Read more here . legal executive institute September 2020 Together with Nancey Watson , Jaap Bosman writes for the Legal Executive Institute (Thomson Reuters) an article on understanding the business is crucial for Legal. Read the article here dutch financial press - de jurist September 2020 Jaap Bosman is a columnist for Dutch legal publication de Jurist (Het Finanieele Dagblad). This article examines the pitfalls of working from home. Read the article here (in Dutch). law360 September 2020 Jaap Bosman comments on partner compensation systems in a Law360 article (LexisNexis), by Aebra Coe - Will Pure Lockstep Partner Pay Survive the Decade . Read the article here aba webinar June 2020 Jaap Bosman contributed to the 2020 Virtual Annual Meeting organized by the International Law Section of the ABA. More information on the Annual Meeting can be found here iba webinar May 2020 Jaap Bosman presented the kick-off webinar in the first ever Virtual Entrepreneurship Conference organized by IBA, with over 400 lawyers actively attending. A recording can be found here More information here law360 April 2020 An article in Law360 (LexisNexis), by Aebra Coe, looks into Corona crisis measures of law firms. The article refers to our blog and some of our analysis is quoted in the article. Find the article here zhihe - intelligeast March 2020 Shanghai based Zhihe, the leading educational network and service provider in the Chinese market, published an article written by Jaap Bosman: link to the article here (in Chinese) gazette du palais March 2020 Gazette du Palais, a leading legal market publication in France, published an interview with Jaap Bosman on Legal Technology and the Creation-Production Divide Concept. Read it here (pdf) or here (in French) acc docket March 2020 Jaap Bosman co-authored the Feature Article of the ACC Docket Magazine March 2020 issue, introducing a 3-step method for prioritizing legal matters in-house. You can read the article here podcast Finland February 2020 Jaap Bosman joined Casper Herler in a podcast on the future of the legal profession. They explore trends for the legal industry in the new decade. What is cognitive diversity? When is specialism bad? And many more. bloomberg law + bloomberg tax February 2020 Jaap Bosman’s widely discussed article for Bloomberg: 'Fundamental Changes Coming to the Legal Industry This Decade', published by Bloomberg Law and by Bloomberg Tax. zhihe - Shanghai January 2020 Shanghai based Zhihe, the leading educational network and service provider in the Chinese market, published a translated version of Jaap Bosman's original article "5 Trends that will define the New Decade for Law Firms " acc legal operations - virtual roundtable January 2020 Jaap Bosman & Vincent Cordo were invited by the ACC to a webinar/virtual roundtable on their book Data & Dialogue, a relationship redefined , focusing on concrete tools to get more value out external lawyers. law360 October 2019 An article in Law360, by Aebra Coe, examines the latest expansion of Dentons in the US, and quotes Jaap Bosman. Law360 is a LexisNexis company known for covering events in the legal market within 48 hours. acc australian corporate lawyer magazine October 2019 The Australian Corporate Lawyer magazine, by ACC Australia, featured an excerpt from the book Data & Dialogue - a relationship redefined in their spring issue 2019. innovation forum Shanghai August 2019 Zhihe, the largest legal community platform in China, and TGO Consulting lectured during the three day Law Firm Innovation Forum in Shanghai, joined by legal tech entrepreneurs and managing partners of law firms from all parts of China. law360 July 2019 An article in Law360, by Aebra Coe, examines the decision by Kirkland & Ellis to set up a plaintiffs' side trial group. Jaap Bosman is quoted, providing the context of litigation finance and its potential significant returns. acc breakfast meeting June 2019 At an ACC Europe breakfast meeting, hosted by EMEA headquarters of Uber, Jaap Bosman and Vincent Cordo gave a briefing on data analysis in legal services from their book Data & Dialogue, a relationship redefined , article aba Journal May 2019 ABAJournal.com published our column The 6 most important qualities for an equity partner. Jaap Bosman, is a regular contributor to the ABA Journal, the flagship magazine of the American Bar Association. bloomberg law April 2019 Jaap Bosman is a contributor to Bloomberg Law. In this Insight article he writes about data analysis in the legal service sector and the insights provided by his new book Data & Dialogue, co-authored by Vincent Cordo . article aba journal April 2019 ABAJournal.com published an article The Legal Industry Will Need a New Breed of Lawyers , by Jaap Bosman, a regular contributor to the ABA Journal, the flagship magazine of the American Bar Association. trends tendances April 2019 The Belgian business magazine Trends Tendances featured an interview with Jaap Bosman regarding the newly published book Data & Dialogue , co-authored by Vincent Cordo. (Article in French ) article aba journal Januay 2019 Jaap Bosman, TGO Consulting, is a regular contributor to the flagship magazine of the American Bar Association. ABAJournal.com published his article Monetizing your investment in legal tech law360 Januay 2019 Legal Sector Jobs Slump by Aebra Coe, Law360, examines the decline in the total number of jobs in the legal sector in Q4, 2018, quoting Jaap Bosman among other. keynote legal forum shanghai December 2018 Jaap Bosman delivered the closing keynote at the 智合论坛 / Intelligeast Forum 2018, Shanghai, the biggest seminar on the future of the legal profession in China to date. Other speakers include Richard Susskind and Ashish Nanda. article aba journal October 2018 Jaap Bosman, TGO Consulting, is a regular contributor to the ABA Journal. ABAJournal.com published his article: Are lawyers being trapped in their practice niches? inblf global annual meeting October 2018 The International Network of Boutique Law Firms (“INBLF”), a global organization of highly regarded boutique law firms, held their annual global meeting in Rome, where Jaap Bosman gave a keynote. harvard meeting October 2018 TGO Consulting met with directors of Harvard post-graduate law programmes to exchange views and experience. aija congress August 2018 Jaap Bosman held a keynote at the AIJA congress in Brussels on the topic of being an international lawyer. AIJA is a global association devoted to lawyers and in-house counsel aged 45. tgo client event August 2018 TGO Consulting held its client event in Bayreuth (Germany). We attended the performance of Richard Wagner's Walküre . aba journal June 2018 ABAJournal.com published our article It's not the associate salaries, it's the human skills that challenge law firms legal network emea meeting June 2018 Jaap Bosman contributed to the EMEA gathering of Multilaw in Malta, with a keynote on the changing relationship between clients and law firms brought on by, amongst other, data analysis. law firm leadership roundtable May 2018 Jointly with ABN AMRO Bank and ZumpolleVanderStoel legal headhunters, TGO Consulting hosted a roundtable with Managing Partners and GCs on the challenges of putting non-lawyers in client facing roles in law firms. aba journal April 2018 Jaap Bosman is a regular contributor to the ABA Journal of the American Bar Association. ABAJournal.com published his article Start monetizing those unused (discountable) billable hours . lexisnexis France March 2018 Revue Pratique de la Prospective et de l'Innovation, is a French lawyer magazine published by LexisNexis in partnership with the National Bar Association of France. Jaap Bosman contributed with an article on Prediction & Prevention in legal disputes. shanghai law association January 2018 The China Law Publishing House published a summary of the first Shanghai Law Association Law School lecture, held by Jaap Bosman. Kang Jianjun, vice President of Shanghai Law Association, presided at the opening lecture ceremony. all China lawyers association December 2017 Jaap Bosman and Lisa Hakanson from TGO Consulting visited the All China Lawyers Association in Beijing, China. Shenzen bar association December 2017 Jaap Bosman gave a lecture on the topic of ‘Building a great law firm’ at the Shenzen Bar Association, in Shenzen, China. law firm marketing summit London November 2017 Jaap Bosman held a keynote on positioning and brand building at the 2nd annual Law Firm Marketing Summit London, organised by The Global Legal Post and Global City Media. business radio November 2017 Jaap Bosman was interviewed on the Dutch business radio on the topic of law firm profitability in the legal market. The hour-long broadcast can be accessed as a pod-cast (in Dutch). Polish bar association October 2017 Jaap Bosman gave a lecture on the topic of ‘Building a profitable law firm in a digital age’ at the Polish Bar Association (KIRP), in Warsaw, Polen. global legal post October 2017 The Global Legal Post published comments by Jaap Bosman on the effects of commoditisation in the legal market and the factors changing the way corporate clients value and purchase legal services. law press China October 2017 Law Press China, dedicates their October newsletter to female partners of Chinese law firms. The newsletter concludes with a book review and recommendation of the book Death of a Law Firm. acc docket October 2017 The ACC Docket is the journal of the Association of Corporate Counsel (ACC), publishes an article by Jaap Bosman on what it might look like for the in-house counsel of the future. ccbe e-book October 2017 The Council of Bars and Law Societies of Europe (CCBE) has published an eBook containing a collection of essays written by the expert speakers from their annual conference. Jaap Bosman contributed an article on the future of law and access to justice. international association of prosecutors September 2017 The International Association of Prosecutors (IAP) is the worldwide organization of prosecutors. Jaap Bosman was a speaker at the 22nd Annual Conference and General Meeting of the IAP , held in Beijing, China, addressing all Prosecutors General in a closed session. shanghai bar association September 2017 Jaap Bosman was invited by the Shanghai Bar Association, a lawyer's association with near 20.000 members in China, to hold a lecture to its members on the topic of business of law. tianjin bar association September 2017 Jaap Bosman was invited by the Tianjin Bar Association, Peoples Republic of China, to hold a lecture to its members on the topic of business of law. tianjin lawyer magazine September 2017 Tianjin Lawyer, the magazine for all members of the Tianjin Lawyers Association, published a review of Death of a Law Firm in their September issue. law360 August 2017 5 Ways Law Firms Can Harmonize Client Service, by Aebra Coe, Law360, charts what clients are looking for in terms of service experience, quoting Jaap Bosman among other. Law360 is a LexisNexis news company. law360 June 2017 Law360 is a LexisNexis company and news source for legal professionals, business leaders, and government officials. Jaap Bosman is quoted in an article by Sam Reisman regarding the malware attack on DLA Piper. global legal post June 2017 The Global Legal Post published an article on commoditization of legal services based on an article written by Jaap for the ABAJournal.com. aba journal June 2017 Jaap Bosman is a regular contributor to the ABA Journal, magazine of the American Bar Association. It published his article Do you suffer from commoditization blindness? , part of their Legal Rebels. death of a law firm June 2017 The publishing arm of the American Bar Association, ABA Book Publishing, published our book Death of a Law Firm , now for sale via their online store. german bar association May 2017 At the conference of the German Bar Association, Jaap Bosman joined a panel including Mark A. Cohen (Legal Mosaic), John Fernandez (Nextlaw Labs/Dentons), Jane Townsend (Allen & Overy), debating innovation in law. iba global entrepreneurship conference May 2017 Jaap Bosman contributed to the IBA Global Entrepreneurship Conference, in Paris. aba journal March 2017 Jaap Bosman is a regular contributor to the ABA Journal, magazine of the American Bar Association. It published his article What lawyers can learn from a dollar-store model , as part of their Legal Rebels series. harbour view March 2017 The Spring 2017 edition of Harbour View, a publication by Harbour Litigation Funding, celebrates their 10th anniversary. Jaap Bosman contributed with an article on the business of law. revue pratique March 2017 Revue Pratique de la Prospective et de l'Innovation, is a magazine for lawyers by LexisNexis and the National Bar Association of France. Jaap Bosman contributed with an article on the business of law. (In English ) affiches parisiennes March 2017 Affiches Parisiennes, the Parisian biweekly legal journal, devoted the cover article of their 7 March issue to the JINOV conference in Paris, including the keynote speech by Jaap Bosman. op. recht. mechelen. February 2017 Jaap Bosman will contributed as a key note speaker in a conference programme on Management of Justice, concluded by the Belgian Minister of Justice and organized by the city of Mechelen, Belgium. jinov paris February 2017 JINOV, Les Journées de l’innovation du Droit et du Chiffre, presented its second edition of the days of innovation in law and numbers in Paris. Jaap Bosman contributed as a keynote speaker at this event . survey January 2017 TGO Consulting and Advocatie (Sdu) together conducted a survey amongst lawyers regarding their preferences on savings and investments. For a summary of the results in English, click here . la lettre des juristes d'affaires December 2016 One of the leading publication for the legal market in France, La Lettre des Juristes d'Affaires (LJA), published an article on TGO Consulting partner mobility report. legal tribune online December 2016 Legal Tribune Online, a law magazine published by Wolters Kluwer Deutschland GmbH, wrote an article on TGO Consulting partner mobility report . european conference on legal access November 2016 The Association for Development of Legal Informatization, Juriconnexion and Le Droit Ouvert, together organised the 4th European conference on legal access (JEIJ), where Jaap Bosman contributed.

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    what we do TGO Consulting are award winning business consultants focusing on the legal sector. We have a strong client base spanning most of Asia, Europe and the Americas. Our approach is fact based and result driven. We help our clients to maintain or improve their profitability. We work on the basis of a Financial Business Analysis© for which we have developed our own unique standardized model. This FBA© will highlight low hanging fruit and provide a benchmark against the market. Having decades of experience in the legal industry, we know the dynamics of partner groups inside out. During the process this will help overcome resistance and create buy-in. "everything must change for things to remain the same" - Guiseppe Tomasi di Lampedusa - A poor man buys twice ‘Normal’ is a missed opportunity Don't hire Outsider Partners articles of interest about us If it comes to serving a global client base and experience in working in different jurisdictions across the world, TGO Consulting is second to none. While understanding your home market and culture, we bring a wealth of experience in best market practice around the world. We know the legal industry inside out, past, present and future. We know your competitors and we know your clients. we strongly focus on enhancing our clients’ profitability the power of truly offering global best practice our new book Right now the world is facing unprecedented challenges. The business of law no exception. A New Dawn helps lawyers navigate the crisis. Practical and easy to read, just what you need today. a new concept There is no linear relation between time and value. We created the Creation-Production-Divide Concept©, a revolutionary new way to explain where the value is. This concept will fundamentally change the business of law. we strongly believe being a lawyer is about human skills a human-centric approach Being lawyers ourselves and having gained almost two decades of experience in private practice and in-house, we understand the dynamics of the partner group like few others. Although we always focus on our clients’ financial performance, we are strongly aware that the business of law is a human business before anything else. Understanding peoples’ drivers and behaviours is key to achieving lasting results. power curve Succession remains a sensitive and complex topic. The TGO power curve© analysis immediately shows succession and leadership vulnerabilities in the firm. This is just one of our data-based models in use. in the press 1/1 Interview on legal technology in La Gazette du Palais 未来十年,律师事务所的五大趋势 Article on the future of the legal profession Feature article in ACC Docket on how to prioritize for inhouse lawyers

  • a new dawn | tgo-consulting

    MANIFESTO We believe that now, in a time of crisis, teamwork is more important than ever. Law firm partners need to closely cooperate instead of internally compete, in a quest to find the best possible answers to the unique challenges companies (clients) are facing. Only if we combine all intelligence, knowledge, creativity and expertise available in the firm, we can find the innovative solutions needed. Swarm Intelligence outperforms any individual. We believe that the value of a lawyer is not primarily in the knowledge of the law, but in the knowledge of best market practice (risk distribution), strategic insight, empathy, moral standard, creativity and personality. The value of a good lawyer is primarily in the human skills. To the client, these human qualities are far more valuable than the production of legal documents as a consequence thereof. There is no linear relationship between time spent and value. We believe that, for the years to come, companies will only be prepared to spend money on legal services that directly help them protect their bottom-line. There will be tremendous price pressure on legal services that are considered being just part of the costs. Understanding your clients’ business model is more important now than ever.​ ​ ​ ​ ​ This book - A New Dawn - is a Quick Read Edition. The book will become a more elaborate, printed book (Regular Edition) in the months to come. ​ Right now you do not need a lengthy and theoretical book. You need to-the-point, easy to implement, practical advice. You also need it today and not in a year's time. ​ A New Dawn, has been made available for free until the end of May and is now available through Amazon only. order at your local Amazon site

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