Comment: Gibson Dunn’s Geffen argues law firms can sell judgement or process but few can excel at both

A few years ago the general counsel of one of the big banks told me that they only went to outside law firms for three reasons. First to get advice on what to do. That could be on a deal, a dispute or some other objective of the bank. It requires senior time and is not particularly price sensitive. Let’s call that ‘advisory work’.

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One-stop shopping is here but it’s not doing what it was supposed to

Sometimes in business what you correctly forecast can prove as problematic as what you get wrong. Because even when you manage the considerable feat of identifying what will happen in the world you are left with problems of unintended consequences.

Take the one-stop shop, a dominating idea during the legal industry’s defining 1990s-era globalisation as firms fought to become larger players that could serve clients across borders and product lines. The idea was that plc clients would narrow their adviser lists to smaller numbers of larger law firms. And this has largely come to pass – the trend of smaller panels has been well documented for years and the shift shows no sign of changing. There is also ample evidence that being a one-stop shop for high-end work across borders is highly profitable for law firms.

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KWM – ultimately a question of confidence

These are tough times for the house that Stanley Berwin built, with exhibit A being recent news that King & Wood Mallesons (KWM) is undergoing a sweeping partnership restructuring set to trim its European business by nearly two dozen partners, or 15% of its ranks. While global managing partner Stuart Fuller (pictured) attempts to frame the move as repositioning KWM for the future, the storm clouds are ominous. The firm has suffered a string of significant exits in the last 18 months in its funds, litigation and corporate practices, losing several notable clients along the way. The firm was already going through a performance-driven partnership review set to manage out at least 10% of its ranks by this April (the firm’s German practice has struggled particularly). While the firm managed to achieve respectable growth in 2014/15 and increases in profitability in Europe, having to go through more major cuts is hardly an advertisement for its partnership.

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The tiger that came to eat BLP’s culture for breakfast and other sorry tales

These are tough times for another house that Stanley Berwin built, with exhibit B being the acrimonious end of merger talks between Berwin Leighton Paisner (BLP) and Greenberg Traurig. While the practice fit between the two looked both convincing and distinctive, these were two firms with plenty of strong characters. Summing up the prospect of the proposed deal recently, Legal Business noted that proceeding with a union would be holding ‘the proverbial tiger by the tail’. So it quickly proved, as on 16 March the pair officially called time on the discussions amid some discontent from the US firm, which was unhappy at the messages being put out by BLP at the end of the talks.

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