Firm mechanics

Modern law firms are complex machines. In a perfect, well-managed example, the inner workings click and whirr in seamless industry. At Taylor Wessing, the parts haven’t been put together properly. The engine needs some work.

It hasn’t always been this way. In its previous incarnation, Taylor Joynson Garrett, the firm had successfully established itself as a midmarket player with one of the City’s leading IP practices. Then, in 2002, the firm completed a landmark merger with leading independent German firm Wessing. A year later, it launched in France with the capture of a 30-lawyer team from PricewaterhouseCoopers’ legal arm, Landwell. In two decisive moves, a new European firm was born.

It has not proved to be the springboard that the partners – or the market – expected, however. In the years proceeding the three-way tie-up, the firm has struggled to unify its strategy or brand, and suffered growing pains brought on by a lack of true integration or alignment (the three arms remain separate legal entities with their own management). The message has somehow become lost along the way.

It’s a problem that has been most pronounced in the UK, with the firm jokingly referred to as ‘Taylor Who’ in some of the less forgiving corners of the City. One recruiter says that the firm’s lack of identity has left it looking ‘a bit grey’, and even French managing partner Christian Valsamidis admits to being ‘amazed’ at the weakness of the Taylor Wessing brand in London.

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