There is something awkward with meetings: On the one hand, it feels like we have too many of them and they absorb too much of our time. On the other hand, it feels like we need ever more of them: there are so many issues that need to be discussed. Many of us may feel stuck in this "we need less/more meetings" paradox.

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Corporate training rarely fails because the curriculum is poor. It fails because the organisational system actively forbids employees from applying it.

After hours of analysis, I realised that formally defining "legal risk" is actually useless. In fact, limiting lawyers to purely legal risks is a profound mistake.

Experts claim AI will finally kill the billable hour. But for savvy law firms, keeping time-based pricing might actually be the secret to unprecedented profitability.

In this conversation, author Antoine Henry de Frahan explains why corporate lawyers must abandon their rigid rule-based thinking to become true strategic business partners.

Exhausting business development is often a symptom of weak market positioning. Here is how successful firms stop chasing work and start effortlessly capturing it.

Innovation is becoming the new mantra among legal departments. But in what direction should in-house lawyers direct their innovation efforts? Where are the real challenges of innovation for in-house lawyers?