{"id":362,"date":"2019-07-08T12:47:32","date_gmt":"2019-07-08T12:47:32","guid":{"rendered":"https:\/\/hub.findingsimple.com\/nz\/?p=362"},"modified":"2023-03-13T02:41:05","modified_gmt":"2023-03-13T02:41:05","slug":"securing-practices-future-making-strategic-plan","status":"publish","type":"post","link":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan","title":{"rendered":"Securing Your Practice\u2019s Future: Making a Strategic Plan"},"content":{"rendered":"\n

A successful law firm is one that will sustain business long-term. As a legal practice owner, you have to prepare for the future, from weathering a potential economic downturn to competing with a new firm on the block. While this can be undoubtedly hard to achieve, a strategic plan is the best place to start, argues Mark Haddad, the General Manager of Thomson Reuters Legal\u2019s $600 million Small Law Firm business.<\/h4>\n\n\n\n

In the inaugural post in this series<\/a>, I argued that creating an effective strategic plan is central to achieving overarching financial health. Long-term business stability necessitates an ability to manage change and competition, which requires an effective strategy. And strategies do not come together haphazardly.<\/p>\n\n\n\n

When you think about it, it\u2019s surprising that more lawyers don\u2019t incorporate really solid strategic planning in their practices. Lawyers are skilled at applying reasoning, logic, and deduction \u2014 the raw ingredients of effective strategy \u2014 to their everyday work. Strategic planning for law firms requires essentially the same skillset.<\/p>\n\n\n\n

I think many small law firm leaders are reluctant business owner-operators. Consequently, they may not have placed the same emphasis on developing their business management skills that they placed on building their practical lawyering skills. But we know they possess all the necessary foundations.<\/p>\n\n\n\n

Improving your business requires an ability to improve upon core skill sets with a reasonable amount of effectiveness. That begins with identifying the goals you need to accomplish at intervals, then dedicating the resources necessary to meet those goals.<\/p>\n\n\n\n

Identifying your goals<\/h2>\n\n\n\n

Identifying your goals can and should be more than one thing. In fact, I advocate setting goals in intervals, with no more than two or three discrete goals per interval. Each of these intervals begin with a question.<\/p>\n\n\n\n

What do I need to accomplish for my business in the next 90 days?<\/em><\/h3>\n\n\n\n

Often, this interval focuses on \u201cHow do I deliver the revenue I need to stay in business?\u201d That is, \u201cHow do I keep enough cash on hand to meet my budget, cover my expenses, and pay myself?\u201d This interval also requires you to run the math and allocate sufficient resources to ensure that your collections against your accounts payable will allow you to meet your immediate needs, including a reasonable salary for yourself.<\/p>\n\n\n\n

Most law firms understand this interval, but too many stop there. A planful approach to running a law firm requires more thought and planning, over longer intervals.<\/p>\n\n\n\n

What do I need to do to be successful for the rest of the year?<\/em><\/h3>\n\n\n\n

This interval should bring your focus to \u201cHow do I get into something new?\u201d That is, what should I be doing from a prospecting or business development perspective to drive growth in my book of business for the rest of the year? It could be targeting a new potential client or obtaining a new piece of business from an existing client. A good question to ask yourself at this phase is \u201cWhat are the more addressable opportunities out there that I haven\u2019t chased?\u201d<\/p>\n\n\n\n

For example, have you tried to meet people in the industries or businesses in which you want to become involved? Strategic plans during this interval should look at logical extensions of your existing practice that will help create a runway for your firm\u2019s growth.<\/p>\n\n\n\n

Your goals should be measurable and attainable. Perhaps you set a goal of making a certain number of new connections per week or of attending one relevant bar association or industry event per month. Remember, effective goals are SMART<\/em>: S<\/em>pecific, M<\/em>easurable, A<\/em>ttainable, R<\/em>elevant, and T<\/em>imely.<\/p>\n\n\n\n

What long-term trends might influence my practice three years out and beyond?<\/em><\/h3>\n\n\n\n

When looking three years into the future and beyond, examine the megatrends<\/em> in the legal industry. Where is the law going? What does the regulatory environment look like? Where is there likely to be opportunity in the future to provide needed advisory and legal counsel? Then apply those same questions to your target clients and their industries.<\/p>\n\n\n\n

For example, the opioid epidemic regrettably shows no signs of abating. There will undoubtedly be no shortage of legal work to be had, and this could influence the long-term direction of your practice. This may be an area ripe for the type of high-volume litigation practices we have seen with similar large-scale product liability issues in the past. What can you do to potentially position your practice to serve clients with these kinds of needs while at the same time evolving the way you practice to improve profitability?<\/p>\n\n\n\n

Asbestos litigation presents another example of a shifting megatrend that may impact a large number of firms. While it has been lucrative in the past, it is now showing signs of dwindling. Future success may depend more on increased specialization. Being an asbestos litigation firm may not be specialized enough but being a niche expert who specializes in asbestos cases against government contractors, ship builders, or some other subset of potential defendants would allow you to position your firm for more business.<\/p>\n\n\n\n

Here\u2019s another way to think about longer-term goals: are there goals that would require you to take risks that might be a model-breaker for you? Those types of paradigm-shifting goals are the types of goals to focus on for three or more years in the future.<\/p>\n\n\n\n

RELATED:<\/strong> Business Model Innovation and the Future of Law Firm Culture<\/a><\/p>\n\n\n\n

Be honest with yourself<\/h2>\n\n\n\n

For every phase of goal-setting, you have to be brutally honest with yourself. Don\u2019t just look to shore up things you think you already do well and don\u2019t give yourself credit for being better at something than you really are. Don\u2019t be afraid to identify and address weaknesses.<\/p>\n\n\n\n

Remember \u2014 the point of your business plan should be to make your business better. And in making your business better, you make yourself better. After all, you are the business and its growth and yours are closely linked.<\/p>\n\n\n\n

This article was originally published in the Legal Executive Institute<\/a>, which brings together people from across the legal industry to ignite conversation and debate.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

As a legal practice owner, you have to prepare for the future, from weathering a potential economic downturn to competing with a new firm on the block. <\/p>\n","protected":false},"author":62,"featured_media":363,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[3,450,8,490],"tags":[78,80,240,333],"insight_job_role":[487,492,498],"insight_practice_area":[453,455],"class_list":["entry","author-legalexecutiveinstitute","has-excerpt","post-362","post","type-post","status-publish","format-standard","has-post-thumbnail","category-business-efficiency","category-business-management","category-law-firm-marketing","category-practice-management","tag-business-management","tag-business-strategy","tag-law-firm-strategy","tag-practice-management","insight_job_role-partner","insight_job_role-practice-manager","insight_job_role-senior-executive","insight_practice_area-commercial-law","insight_practice_area-company-law","hentry"],"acf":[],"yoast_head":"\nSecuring Your Practice\u2019s Future: Making a Strategic Plan - Legal Insight<\/title>\n<meta name=\"description\" content=\"The point of your law firm's strategic plan should be to make the business better. This article shows you how to secure the future of your practice.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Securing Your Practice\u2019s Future: Making a Strategic Plan - Legal Insight\" \/>\n<meta property=\"og:description\" content=\"The point of your law firm's strategic plan should be to make the business better. This article shows you how to secure the future of your practice.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\" \/>\n<meta property=\"og:site_name\" content=\"TR - Legal Insight New Zealand\" \/>\n<meta property=\"article:published_time\" content=\"2019-07-08T12:47:32+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2023-03-13T02:41:05+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2121\" \/>\n\t<meta property=\"og:image:height\" content=\"1414\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Legal Executive Institute\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Legal Executive Institute\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#article\",\"isPartOf\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\"},\"author\":{\"name\":\"Legal Executive Institute\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/#\/schema\/person\/c0dc6ad17621dd84d9ec35037563e538\"},\"headline\":\"Securing Your Practice\u2019s Future: Making a Strategic Plan\",\"datePublished\":\"2019-07-08T12:47:32+00:00\",\"dateModified\":\"2023-03-13T02:41:05+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\"},\"wordCount\":1025,\"image\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage\"},\"thumbnailUrl\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg\",\"keywords\":[\"business management\",\"business strategy\",\"law firm strategy\",\"practice management\"],\"articleSection\":[\"Business Efficiency\",\"Business Management\",\"Law Firm Marketing\",\"Practice Management\"],\"inLanguage\":\"en-NZ\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\",\"url\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\",\"name\":\"Securing Your Practice\u2019s Future: Making a Strategic Plan - Legal Insight\",\"isPartOf\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage\"},\"image\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage\"},\"thumbnailUrl\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg\",\"datePublished\":\"2019-07-08T12:47:32+00:00\",\"dateModified\":\"2023-03-13T02:41:05+00:00\",\"author\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/#\/schema\/person\/c0dc6ad17621dd84d9ec35037563e538\"},\"description\":\"The point of your law firm's strategic plan should be to make the business better. This article shows you how to secure the future of your practice.\",\"breadcrumb\":{\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#breadcrumb\"},\"inLanguage\":\"en-NZ\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-NZ\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage\",\"url\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg\",\"contentUrl\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg\",\"width\":2121,\"height\":1414,\"caption\":\"law firm strategy\"},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Securing Your Practice\u2019s Future: Making a Strategic Plan\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/#website\",\"url\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/\",\"name\":\"TR - Legal Insight New Zealand\",\"description\":\"Just another Legal Hub site\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-NZ\"},{\"@type\":\"Person\",\"@id\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/#\/schema\/person\/c0dc6ad17621dd84d9ec35037563e538\",\"name\":\"Legal Executive Institute\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-NZ\",\"@id\":\"https:\/\/insight.thomsonreuters.com\/legal\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Contributor-Thomson-Reuters-96x96.png\",\"url\":\"https:\/\/insight.thomsonreuters.com\/legal\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Contributor-Thomson-Reuters-96x96.png\",\"contentUrl\":\"https:\/\/insight.thomsonreuters.com\/legal\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Contributor-Thomson-Reuters-96x96.png\",\"caption\":\"Legal Executive Institute\"},\"url\":\"https:\/\/insight.thomsonreuters.co.nz\/legal\/contributors\/legalexecutiveinstitute\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Securing Your Practice\u2019s Future: Making a Strategic Plan - Legal Insight","description":"The point of your law firm's strategic plan should be to make the business better. This article shows you how to secure the future of your practice.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan","og_locale":"en_US","og_type":"article","og_title":"Securing Your Practice\u2019s Future: Making a Strategic Plan - Legal Insight","og_description":"The point of your law firm's strategic plan should be to make the business better. This article shows you how to secure the future of your practice.","og_url":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan","og_site_name":"TR - Legal Insight New Zealand","article_published_time":"2019-07-08T12:47:32+00:00","article_modified_time":"2023-03-13T02:41:05+00:00","og_image":[{"width":2121,"height":1414,"url":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg","type":"image\/jpeg"}],"author":"Legal Executive Institute","twitter_card":"summary_large_image","twitter_misc":{"Written by":"Legal Executive Institute","Est. reading time":"5 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#article","isPartOf":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan"},"author":{"name":"Legal Executive Institute","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/#\/schema\/person\/c0dc6ad17621dd84d9ec35037563e538"},"headline":"Securing Your Practice\u2019s Future: Making a Strategic Plan","datePublished":"2019-07-08T12:47:32+00:00","dateModified":"2023-03-13T02:41:05+00:00","mainEntityOfPage":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan"},"wordCount":1025,"image":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage"},"thumbnailUrl":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg","keywords":["business management","business strategy","law firm strategy","practice management"],"articleSection":["Business Efficiency","Business Management","Law Firm Marketing","Practice Management"],"inLanguage":"en-NZ"},{"@type":"WebPage","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan","url":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan","name":"Securing Your Practice\u2019s Future: Making a Strategic Plan - Legal Insight","isPartOf":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/#website"},"primaryImageOfPage":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage"},"image":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage"},"thumbnailUrl":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg","datePublished":"2019-07-08T12:47:32+00:00","dateModified":"2023-03-13T02:41:05+00:00","author":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/#\/schema\/person\/c0dc6ad17621dd84d9ec35037563e538"},"description":"The point of your law firm's strategic plan should be to make the business better. This article shows you how to secure the future of your practice.","breadcrumb":{"@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#breadcrumb"},"inLanguage":"en-NZ","potentialAction":[{"@type":"ReadAction","target":["https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan"]}]},{"@type":"ImageObject","inLanguage":"en-NZ","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#primaryimage","url":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg","contentUrl":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-content\/uploads\/sites\/13\/2019\/07\/business-strategy.jpg","width":2121,"height":1414,"caption":"law firm strategy"},{"@type":"BreadcrumbList","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/posts\/securing-practices-future-making-strategic-plan#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/insight.thomsonreuters.co.nz\/legal\/"},{"@type":"ListItem","position":2,"name":"Securing Your Practice\u2019s Future: Making a Strategic Plan"}]},{"@type":"WebSite","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/#website","url":"https:\/\/insight.thomsonreuters.co.nz\/legal\/","name":"TR - Legal Insight New Zealand","description":"Just another Legal Hub site","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/insight.thomsonreuters.co.nz\/legal\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-NZ"},{"@type":"Person","@id":"https:\/\/insight.thomsonreuters.co.nz\/legal\/#\/schema\/person\/c0dc6ad17621dd84d9ec35037563e538","name":"Legal Executive Institute","image":{"@type":"ImageObject","inLanguage":"en-NZ","@id":"https:\/\/insight.thomsonreuters.com\/legal\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Contributor-Thomson-Reuters-96x96.png","url":"https:\/\/insight.thomsonreuters.com\/legal\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Contributor-Thomson-Reuters-96x96.png","contentUrl":"https:\/\/insight.thomsonreuters.com\/legal\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Contributor-Thomson-Reuters-96x96.png","caption":"Legal Executive Institute"},"url":"https:\/\/insight.thomsonreuters.co.nz\/legal\/contributors\/legalexecutiveinstitute"}]}},"_links":{"self":[{"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/posts\/362","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/users\/62"}],"replies":[{"embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/comments?post=362"}],"version-history":[{"count":0,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/posts\/362\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/media\/363"}],"wp:attachment":[{"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/media?parent=362"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/categories?post=362"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/tags?post=362"},{"taxonomy":"insight_job_role","embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/insight_job_role?post=362"},{"taxonomy":"insight_practice_area","embeddable":true,"href":"https:\/\/insight.thomsonreuters.co.nz\/legal\/wp-json\/wp\/v2\/insight_practice_area?post=362"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}