60
/ BUILDING DIALOGUE / DECEMBER 2014
The Emerging Law Office
L
aw practices face the same pressures that
corporate entities have been facing since
the Great Recession and just like those cor-
porations, they are feeling fee pressure and the
need for efficiency and reduced real estate costs
in order to be competitive. As a result, lawyers are
thinking more like Corporate America.
At the same time that they are feeling econom-
ic pressures, they also are experiencing cultural
changes from a younger workforce who, in many
instances, may be equally or more interested
in work/life balance than being on the part-
ner track. The increased rise of contract attor-
neys is an example of this topic. The emerging
younger, partner-track attorneys also have dif-
ferent goals than many of the legacy partners
who have established the past or current cul-
ture.
One of the primary concerns that our law firm
clients relay to us when planning for the future
is their ability/need to attract and retain top tal-
ent. According to The National Jurist (“the Voice of
Legal Education”), 78 percent of law firm associates
leave their firm within five years! Why? We believe
more often than not they simply don’t enjoy their
daily work experience. That points to the environ-
ment and culture of the office.
When we discuss design approach with our
cor-
porate
clients, we talk about the blurring of the line
between work and home, creating variety in the dai-
ly work experience, the value of unplanned inter-
action, the need for casual/comfortable spaces, less
allocation of space to individuals and more to group
space etc. These are cultural topics that affect not
only corporate entities, but law firms as well.
Lawyers have an enormous pressure to be billable
and, culturally, nonbillable time has been limited
and possibly discouraged. The fact is that in the ris-
ing generations, the workplace is an important part
of social life. Those firms that recognize that good
social interaction leads to a strong connection and
commitment to the firm and plan accordingly will
be in better position for future success. Law firms are
concerned about and are listening to these issues as
they are planning for the future. This is not to say
that what may work for a technology company will
also work for a law firm, but some of these underly-
ing drivers and trends apply to people whether they
are lawyers or software developers.
As designers, it is important to find the right bal-
ance of the business model and investment in the
workplace, and the correct balance will vary with
each firm. A token nod to “collaborative space” may
not be enough. You can’t force culture. It just hap-
Owen Leslie
Principal,
Acquilano
Leslie Inc.
Melissa Marlow
Principal,
Acquilano
Leslie Inc.
MDP
ENGINEERING GROUP
303.389.0095
“MDP Engineering has one goal – to be a great
engineering rm by providing the highest levels of
both technical delivery and project management,
and by being committed to a culture of loyal
clients and great employees.”
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Of ce
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Government
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Michael Passas, President
TRENDS
in Law Office Design
