Cogitatio Words

Law firms, regardless of their size and revenue, already had basic business teams - accounts and IT and may be administrative. With the increase in awareness about running law firm as a business, the law firms are increasingly taking corporate style avatars with specific business teams managing specific functions. Finance manages finance controls including investments in technology, HR manages people and performances, Business Development and Market Communications managing publications, branding, PR, and Innovation manages technology. Then who is managing Practice?  Practice Management is not new and certainly doesn't replace these teams or their functions. Practice Management does not generally own client origination. Its contribution to growth is different -  understanding how the practice is performing and providing the operational information that helps Partners steer the law firm's business and make better growth decisions.  At its broadest definition, law firm Pract...

A few months ago, after reading the Harvard Business Review article “Can AI Agents Be Trusted?” by Blair Levin and Larry Downs, I shared a brief reflection on LinkedIn. My observation at the time was that agentic AI seemed to be moving from the testing phase toward real implementation, and that the conversation might soon shift from who should regulate AI to what aspects of AI need to be regulated as these systems become goal oriented. In response, Garrison English, Esq., MBA raised an important question: if AI agents become goal-oriented systems, how should accountability and oversight evolve when these tools begin integrating into critical sectors? At the time, I did not respond immediately. But the recent excitement around Claude Cowork made me revisit that question. Ever since Claude Cowork made its debut, the buzz around it being a “game changer” has been relentless. Nearly every day my Google Alerts seemed to be filled with articles discussing it. The trigger for this excite...