Testing times: CC’s Myers and Felsenstein talk partner exits and having probably ‘the best private equity team in the world’

It’s fair to say Clifford Chance’s (CC’s) traditionally esteemed private equity team has faced testing times in recent years, as evidenced by the ongoing recruitment of the Magic Circle firm’s quality lawyers by US outfits.

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Comment: Leadership in law – improving, crucial and maybe in the nick of time

Strong leadership is fundamental to driving innovation in law firms. This is not a discussion point. There is no discussion. This issue, Legal Business teamed up with Berwin Leighton Paisner (BLP) for an extended look at the role of leadership in a period of uncertainty and the strength of that core conclusion surprised even me.

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Management shake-up: Freshfields picks German partner to head corporate alongside new disputes and employment chiefs

After bringing in a slew of US veterans to lead its push stateside, Freshfields Bruckhaus Deringer has revamped it global leadership, appointing new disputes, corporate and employment heads.

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Herbert Smith Freehills’ heavyweight misses out on management post after elections

Herbert Smith Freehills‘ (HSF) partnership vote for its global partnership council has revealed the firm’s post-merger dynamics, with prominent corporate partner James Palmer missing out on a seat, which instead was secured by Sydney-based M&A partner Mark Crean.

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Leadership in law: improving, crucial and maybe in the nick of time

Strong leadership is fundamental to driving innovation in law firms. This is not a discussion point. There is no discussion. This issue, Legal Business teamed up with Berwin Leighton Paisner (BLP) for an extended look at the role of leadership in a period of uncertainty and the strength of that core conclusion surprised even me.

While it’s not surprising that law firm leaders hold that view – it would be odd if they didn’t – it was more telling that clients did as well. But the real acid test is the overwhelming endorsement of the need for robust leadership from partners and associates in our research. As this involves partners downplaying their own contribution – which they are neither culturally inclined nor structurally incentivised to do – that’s saying something.

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Leadership and innovation – Visionaries, politicians and survivors

In today’s ultra-competitive legal market, the thin line between success and failure hinges on the quality of a firm’s leadership. LB teamed up with Berwin Leighton Paisner to investigate what separates the truly visionary from the merely ordinary.

There was a time, not that long ago, when running a law firm didn’t require a huge amount of thought. The money came through the front door and the increasing profits went out the back. Clients rarely moved. Partners stayed in one place and, barring a few dishonourable exceptions, law firms rarely failed. Compared to the pressures that their counterparts in other industries faced, law firm leaders had it easy.

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