Women in law – A belated bandwagon, but still welcome

Rarely, even in the conservative game of law, has so necessary a measure been so long avoided until the status quo became laughably, farcically, untenable. The move is for major law firms to start articulating public benchmarks for their proportion of female partners – corporate speak for the series of concrete targets announced this year to stem the huge outflow of talented women from the profession.

For years the profession had claimed that meritocracy and changing attitudes would feed through into higher than the circa-20% female partnerships currently at most firms; over the last five years it has become apparent how baseless that conventional wisdom was as gender diversity has barely budged. Indeed, there is some evidence that the two primary tools by which law firms increasingly manage their partnerships – lateral hiring and partner exits – are both favouring male lawyers over women and offsetting any number of women’s networks and mentoring schemes.

Continue reading “Women in law – A belated bandwagon, but still welcome”

LB100 2014: Statistically speaking, you may not need a bigger boat

Last year delivering our annual results issue Legal Business remarked that the age of turbulence facing law firms since the 2008 banking crisis was far from over. And so it has proved. Despite all the talk of returning confidence, and clear evidence of recovery in the UK economy, it’s still choppy out there. Stripping out another year of consolidation, the numbers are a little better than 2013 but that’s about it. Mergers have driven the market to nearly £21bn in revenues but average partner profit of £640,000 across the top 100 is still a way off the all-time peak of £703,000 recorded in 2008. The world’s second largest legal market is tracking inflation.

Continue reading “LB100 2014: Statistically speaking, you may not need a bigger boat”

Dissent: Platitudes and a missed debate – how GCs are pushed off their ethical course

Paul Gilbert argues that lazy thinking and perverse incentives are dulling the ethical and intellectual edge of in-house counsel

It’s stated so often but never questioned: everywhere you turn, in-house lawyers pay tribute to the holy grail of ‘being commercial’. But, as I will argue, such an approach raises substantive and troubling questions regarding the influence on the ethical compass that is supposed to be an in-house lawyer’s most important tool.

Continue reading “Dissent: Platitudes and a missed debate – how GCs are pushed off their ethical course”

Advice for the new managing partner: don’t consult, just do

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”

‘Nobody knows anything’ – Goldman is more right than Maister

As journalists and managing partners hit reporting season the understandable urge rises once more to make sense of the legal world. Nearly six years since Lehman Brothers’ collapse did something substantive to the law game, what lessons can be learned?

Fewer than you would think. The famous line from veteran screenwriter William Goldman (pictured) that ‘nobody knows anything’ about success or failure in the movie business could equally apply to the legal business for all the discernible patterns seen in recent years.

Continue reading “‘Nobody knows anything’ – Goldman is more right than Maister”

Global 100: a little bit of life before Lehman returns. But only a little

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”

Cameronics redux: a hard-to-grasp institution that looks set to surprise

Given that I get paid to poke around law firms’ inner workings, it’s not that often that I find it hard to get my head around a law firm but CMS Cameron McKenna in its 2014 form is one such creature.

The clichéd view of the firm is of a slow-moving practice struggling with a hard-to-sell international alliance and a classic case of chasing pack malaise – too close to the Magic Circle for comfort, but too big to have the lean focus of a quality mid-tier. Like most clichés there is more than a grain of truth in this view but, as Camerons absorbs Scotland’s most storied law firm Dundas & Wilson, at closer glance the truth looks far more complex and interesting.

Continue reading “Cameronics redux: a hard-to-grasp institution that looks set to surprise”

Partner recruitment: 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.

Continue reading “Partner recruitment: buyer beware”

A bit of hustle, a bit of love – GCs expect attention and pitching from advisers

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”

DISSENT: A self-deceiving return to business as usual

RSG’s Reena SenGupta argues an improving economic climate is leading top law firms to wrongly assume the ‘new’ normal is the same as the old one

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.

There were no dissenting voices. People knew that there was no turning back for the legal profession. Legal services would be unbundled, equity structures in law firms would change, clients would exert their buying power and demand radically different fee arrangements, Chinese law firms would stride onto the global stage and new technologies and service providers would fundamentally alter the law firm business model. It was going to be, as the title of the conference predicted, a brave new world.

Continue reading “DISSENT: A self-deceiving return to business as usual”