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One of the big, big wins to law firms and our clients is if we could get a collection of businesses to work out why you consistently hear from general counsel “law firms are not innovative enough” and you consistently hear from law firms “clients are never brave enough to do something different”. They’re both genuinely held views, with loads of examples – how can that be?’
That comment emerges not from a GC but a senior partner at a law firm, the admirably plain-speaking Pinsent Masons chief Richard Foley. As sister title to Legal Business, this magazine usually focuses on the buy-side experience. But that interview seems relevant to clients not only because it contains a number of on-point observations about the oddities of the dialogue between law firms and clients, but because it echoed many of the themes you hear from general counsel, such as talent, motivation, value, new models, technology, team-work. The clubbable Foley is a little closer in tone to the average GC than his senior partner peers but it is typical that the senior leadership of law firms echo GCs far more than regular partners in fee-earning roles.
