Given the amount of time I spend hanging out with managing partners it’s not unusual to be asked by law firms how they could tweak their governance or how they stack up against peers.
In one such recent conversation, I got to thinking about how best to prepare the new managing partner for the culture shock of moving from the clear purpose of a revenue-generating role to the ambiguous job spec of running a law firm. Continue reading “Advice for the new managing partner: don’t consult, just do”
For all the improving signs, glancing at our annual Global 100 report shows headline performance largely comparable with 2013. The group increased billings by 4% to $88.63bn, a rise of 4% and the same growth rate achieved in 2013.
As with last year, the result was flattered by several large mergers – but top 100 firms have in contrast this year kept a tighter grip on headcount.
As such, firms have seen a 2% rise in revenue per lawyer – tracking just behind inflation, while profit per equity partner is up 7%. For all the talk of giving clients value, top law firms remain intensely focused on margins.
Continue reading “Global 100: a little bit of life before Lehman returns. But only a little”
One of the interesting sub-plots of the Big Law vs New Law debate is the way in which workers (partners and their equivalents, salaried partners, employees) are motivated.
In 2010, Georgetown University, under the direction of Professor Milton Regan, held a conference of academics, practitioners and leading thinkers on the profession. To delegates, the atmosphere was heady; change was palpable in the room. Continue reading “Comment: A self-deceiving return to business as usual”
If the oxymoronic notion of partner recruitment didn’t exist who would invent it? On one level, of course, its emergence in the legal profession was inevitable given wider changes in careers and attitudes to work. Without some form of partner mobility law firms would become inflexibly segmented and partners effectively bound to a single employer. Continue reading “Comment: Partner recruitment – better but still a case of buyer beware”
If the oxymoronic notion of partner recruitment didn’t exist who would invent it? On one level, of course, its emergence in the legal profession was inevitable given wider changes in careers and attitudes to work. Without some form of partner mobility law firms would become inflexibly segmented and partners effectively bound to a single employer.
But, as has been noted with increasing frequency in recent years, the returns on partner recruitment can be wildly uneven and often deliver only moderate or poor benefits. The emergence over the last 15 years of a sideways recruitment market for so-so partners moving between similar law firms – as opposed to a start-up or better platform – is also a challenge for law firms in retaining their own partners. No wonder one prominent legal consultant recently wrote of the lateral ‘arms race’ – denoting a contest fraught with difficulty and danger that parties still feel they have no choice but to enter.
In our focus on Nabarro this month the firm comes in for some criticism at the hands of an important client for its failure to engage, to make the client aware of its strategy, or simply to make the general counsel (GC) feel sufficient love.
While this is just one client and Nabarro could undoubtedly rustle up on the spot a dozen others that have a different take on their client service levels, this prestigious client legal head says: ‘I’ve spoken to other GCs about it and they have similar issues, it’s bewildering.’
Continue reading “A bit of hustle, a bit of love – GCs expect attention and pitching from advisers”
From disastrous due diligence to delusions of grandeur, leaders from LB100 firms and senior recruitment specialists give their take on making lateral hires work.
‘Be patient and think long term. Moving firms isn’t easy for anyone. It never works out exactly how you’d planned it and the client market can shift significantly, but if the character fit, quality, strategic fit and business fit were right at the outset, then it should come good in the long term. In the meantime, the profit-sharing system needs the flexibility to accommodate this. Continue reading “The last word – strategic recruitment”
The practice of law has flipped from vocation to business. Law firms and individual lawyers are measured explicitly in predominantly economic terms. Continue reading “Comment: A precarious professionalism – Do City lawyers take ethics for granted?”
In front of the Commons Business committee last week, Ian Read, chairman and chief executive of Pfizer, made two points in relation to Pfizer’s commitments, assuming it were to succeed in acquiring the Anglo-Swedish drug manufacturer AstraZeneca. Continue reading “Guest post: Pfizer’s placebo promises (why AstraZeneca may have been right to reject the ‘final’ takeover bid from Pfizer)”
