Just back from a week of meetings with law firms in Sao Paulo, and a few impressions are worth reporting. First of all, everyone – no surprise – has the political situation in Brazil on their minds front and centre.
The growth of professionals in Law Land with the word ‘pricing’ in their title has been explosive over the past couple of years. It’s a trend we applaud loudly and fervently, so perhaps it’s worth a primer on how it’s done in the major leagues: When B2B companies with thousands of SKU’s (Stock Keeping Unit) …
Continue reading “Guest post: Pricing Power… and how to convert it into profit”
‘Innovation’ seems to be on everyone’s lips these days. Among other things, the problems are: many people, lawyers in particular, are stumped when it comes to describing what ‘innovation’ actually is and business history proves to a fare-thee-well that it’s extremely challenging for successful incumbents to actually follow through with anything innovative.
Here at Adam Smith, Esq, we cover the array of law firm management issues from strategy and finance to compensation and cultural issues – ‘an inquiry into the economics of law firms,’ to coin a phrase. But there’s much more to life.
I wasn’t going to write about Dacheng/Dentons until I was. When I first heard about the mega tie-up creating the largest law firm in the world – records are made to be broken, as any number of athletes will happily confide in you – I had only two thoughts: First, this will get everyone’s attention; …
Continue reading “Guest post: Dentons/Dacheng – A theory and rationale”
From the Kirkland & Ellis site, under the topic Laterals Overview (I quote in full, emphasis supplied): ‘At Kirkland, the quality and experience of our lawyers are among our greatest strengths. We are committed to making a substantial investment in our lateral hires by fostering an environment in which they are seamlessly integrated into our …
Continue reading “Guest post: Checkbook recruiting – will Kirkland’s strategy pay off?”
Last month I had the pleasure of being on a panel in Europe with Joe Longo, the general counsel for Asia-Pacific of Deutsche Bank. Joe had some particularly thought-provoking and hard-headed observations about the changing dynamics between law firms and clients. I thought it would be worth drawing Joe out a bit more extensively than …
The other day we were in a meeting with the head of strategy and marketing and the chair of an AmLaw 100 firm, and the chair mentioned an extremely promising introductory meeting he’d had a few days earlier with the General Counsel of a well-recognised company.
A few weeks ago reports surfaced about a motion seeking to compel Norton Rose Fulbright to withdraw from representation of its client Duke University in a case brought against the university by the estate of John Wayne, which wants the right to market alcoholic beverages branded with Wayne’s ‘Duke’ nickname — a textbook trademark dispute.
I’m often asked – on a panel last month in Europe and on a panel later this month right here in New York at the Law Firm COO & CFO Forum, for example – what I think about ‘disruption’ in the legal industry.
