Comment: Fieldfisher’s Chissick on why real change on diversity needs leadership in law

‘Did you see the game at the weekend?’ is the type of question I am often asked at events. I know my answer, ‘no, I don’t really follow sport’ – will kill the conversation dead, and I don’t have the skills or required knowledge to blag my way through the small talk of the weekend’s fixture list.

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Comment: The bottom line is, well, the bottom line – numbers always settle the score

At a recent drinks evening with a leading City law firm, Legal Business heard a familiar refrain from a veteran corporate partner about how the team he leads is doing very well but has had its reputation – and that of the firm as a whole – dragged down by the sniping of ex-partners.

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GCs have arrived and all we have to welcome them are platitudes

Two books of note have just been published by veteran lawyers – The Inside Counsel Revolution: Resolving the Partner-Guardian Tension by former GE legal head Ben Heineman and The Future of the In-House Lawyer: The General Counsel Revolution, a collection of essays edited by Carillion’s Richard Tapp. The common ground is obvious in charting the wresting of power and resource over the last 25 years from law firm to corporate legal teams.

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The bottom line is, well, the bottom line – numbers always settle the score

At a recent drinks evening with a leading City law firm, Legal Business heard a familiar refrain from a veteran corporate partner about how the team he leads is doing very well but has had its reputation – and that of the firm as a whole – dragged down by the sniping of ex-partners. Several weeks previously at a dinner, another major firm had run through its strategy and performance, making a great play of the claim that, though the firm had clearly suffered a few reverses since the banking crisis, it was performing ahead of peers.

 

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