Clever point by Jordan Furlong here. My early experience of BigLaw was, indeed, that such firms are very focussed on themselves rather than their clients. Another example is the obsession I observed of writing excessively long and convoluted letters of advice designed more to ensure their professional indemnity insurance could never be claimed on, rather than to provide a service actually helpful to their client.
“No business model that truly prioritized clients’ interests would entrench the billable hour as its pricing and compensation capstone,” as it doesn’t encourage efficiency, quality, client communication or the happiness and health of employees, he told the magazine. And while many new and innovative firms are popping up around the country, the traditional firms have a long way to go to meet client needs. “In a client-first market ... the old law firm model is breaking down,” he said.