Assuming that the legal industry is in the midst of a paradigm shift, Bill Henderson explains why today's market leaders, both law schools and firms, might struggle to recognize, understand, and adapt to the changes.

Bill Henderson reviews two books, Steven Harper’s The Lawyer Bubble and Richard Susskind’s Tomorrow’s Lawyers, and concludes that it is time to let go of old ideas, and to some extent, old institutions.

Rachel Zahorsky and Bill Henderson discuss a variety of companies -- legal process outsourcing, document review, legal form, and e-discovery providers -- that are engaged in work once typically done by traditional law firms.

Based on an analysis of data from legal employers, Bill Henderson reveals how the legal market has changed in a decade and concludes that the biggest source of growth for firms in the future will be taking market share.

After explaining why the legal profession is entering a period in history in which it will need fewer traditionally-trained lawyers, Bill Henderson discusses a new generation of legal entrepreneurs emerging in the market.

Bill Henderson explains that in today's market traditional hiring methods do a poor job in selecting candidates, clients are not willing to pay for hiring mistakes, and critical skills and behaviors are not taught in class

Bill Henderson highlights data to support the conclusion that 2008 marked the beginning of a sea change for traditional law firms and then argues that existing hierarchies of legal employers and educators are vulnerable.

For decades, law firms grew and prospered because clients needed help adapting to an array of litigation, regulation, and business combinations, but Bill Henderson asserts that period of remarkable stability is over.

Drawing on employment data for law school graduates, Bill Henderson claims that while we experienced a major recession, low employment numbers are more the result of a fundamental reordering of the legal services industry.