About: Mark Cohen

Corporate legal delivery used to be simple. Company is sued and its in-house counsel retains a law firm. Rinse and repeat. But things are very different now. Legal delivery involves not only legal expertise but also business process and the effective use of IT. Most lawyers are not trained for this new mix, nor do they have the luxury of on-the-job training. And they face increasing pressure to reduce cost, mitigate risk and to do more with less. Legal Mosaic drives significant business impact by helping clients bridge the gap between and among these elements of legal delivery. Legal Mosaic works with clients to draw advantage from the new legal delivery paradigm. And this translates to measurable, impactful results.

Recent Posts

A New Metric to Evaluate Law Firm Quality

Justice Potter Stewart’s celebrated “I know it when I see it” obscenity test also applies to law firm quality. No one can quite say what it is, but most attorneys and clients claim to know it when they see it. This is a very subjective standard in a metric driven world.
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Legal Practice and Legal Delivery: An Important Distinction

Lawyers parse words and define terms. So why do they so often use “legal practice” and “legal delivery” interchangeably when the terms have such different meanings and implications? This distinction is especially important in the context of the tectonic shift occurring in the legal vertical. The practice of law is very different than the delivery of law. This is more than a semantic distinction.
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Who Do I Sell To? The Legal Service Providers’ Dilemma

The sales process in law used to be so simple: partner at law firm has a relationship with the General Counsel or a subordinate in-house attorney. Company has a legal matter and ships the matter over to the firm who handles it start-to-finish. An invoice is presented. It reads: “For legal services rendered,” followed by a large and arbitrarily conceived number. Repeat cycle.
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When Will The Legal Vertical Be Disrupted?

So many industries other than law have experienced disruption in recent years that, paradoxically, disruption has become almost commonplace.
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Memo to Lawyers: The Customer is Always Right

A century ago Harry Selfridge, the London retailer, declared: “The customer is always right.”  The temptation to interpret this too literally belies the wisdom of the remark, because with an economy of words, Selfridge captured the cornerstones of success in any service business: (1) convince the customer that s/he will receive good service; and (2) convince employees to provide a positive customer experience.  This was a departure from the “caveat emptor” standard of the time.
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The Metamorphosis: Law Firm Version

Franz Kafka’s The Metamorphosis, begins with its protagonist waking up to find himself transformed into a hideous insect. The novella chronicles his attempt to cope with this vexing transformation, especially as it relates to those close and familiar to him. Could this be the fate of law firms?
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7 Things Lawyers Should Know About Project Management

About 25 years ago I was having drinks with the GC of a F10 company whose business would later send my daughters through school. Over a second drink, as we peered out at the skyscrapers soaring above us—we were on the 42nd floor—he said, “So Mark, do you really think that litigation can be done on a fixed-price basis?” “Bill”, I replied, “you see those buildings out there? They were all built on a fixed price in the middle of Chicago, so don’t you think a litigation matter—or portfolio—can be billed that way?”
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How Important is Collaboration for Lawyers?

“Collaboration” as applied to lawyers is like “student athlete” to big-time college football and basketball players: more feel-good myth than reality. Because lawyers—like elite athletes—have been taught that competition yields winners and losers; theirs is a zero sum game. Yes, there are teams/firms, and one is encouraged to be a good teammate/colleague, but star ballers become pros just as top lawyers are paid like them.
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The Reluctant Rise of Project Management in Law

Snapshot: Project Managers in the U.S. versus the UK According to the Altman Weil Flash Survey “Law Firms in Transition 2014,” 41.3% of the law firms surveyed (including 42% of the 350 largest US law firms) reported that training in Project Management (“PM”) is key to increased efficiency in legal service delivery. The surprise is that 58% of the surveyed firms do not recognize the key role PM plays. The numbers are markedly different across the pond where large law firms have routinely deployed project managers for several years. The countries’ different regulatory climates might account for the disparity; the UK’s green light to alternative business structures (“ABS”) has infused their law firms with a more business-like approach to legal service delivery.
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