The so-called West Lothian question is a political and not legal question. It was asked as long ago as 1977 by Tam Dalyell MP who represented West Lothian from 1962 to 1983 and Linlithgow from 1983 to 2005. The question asks whether MPs from Northern Ireland, Scotland and Wales, sitting in the House of Commons of the United Kingdom, should be able to vote on matters that affect only England.
Continue reading “Guest post: The West Lothian Question – a few thoughts”
Three years ago Bribery Inc. went mad. Every law firm, accounting firm and uncle Tom Cobley and all got into the anti-bribery business. Many detailed anti-bribery policies were sold, placed on corporate intranets and training given.
Strong leadership is fundamental to driving innovation in law firms. This is not a discussion point. There is no discussion. This issue, Legal Business teamed up with Berwin Leighton Paisner (BLP) for an extended look at the role of leadership in a period of uncertainty and the strength of that core conclusion surprised even me.
Continue reading “Comment: Leadership in law – improving, crucial and maybe in the nick of time”
It was late in the day, as opinion polls narrowed alarmingly, that English lawyers took notice of Scotland’s independence vote last month and entertained the huge implications of a split in the UK’s 300-year-old union.
What does it mean to be an in-house counsel these days? The profession is agreed that the job carries considerably better status and prospects and attracts a better calibre of lawyer than 10 years ago. There is, in addition, widespread consensus that general counsel now operate much more closely to the business, moving beyond their role as narrow managers of legal risk.
Continue reading “Comment: What does it mean to be a modern GC? Discuss. Or rather don’t”
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.
The launch of Legal Business’s debut Disputes Yearbook is just one of many signs of how dramatically the dynamics of the global law game have changed over the last decade. While our lead article, Martial Law, assesses whether the dramatic rise of the contentious lawyer has reached a post-Lehman plateau, there is no sign of litigation returning to the near backwater it was becoming at many City firms in the early 2000s.
It’s possible that a stabilising global economy will have an impact on this counter-cyclical business, but in truth pure crisis-related commercial disputes work has under-shot expectations and manifested with a greater time lag than many expected.
As such, many of the underlying factors strengthening the hand of contentious lawyers such as increasingly proactive regulation and enforcement, the rise of global arbitration in a multi-polar world and the relative patchiness of M&A and securities work show no signs of abating.
Glancing at the headline financials on the litigation teams at major commercial law firms, it’s obvious that it is now common for disputes teams to exceed firm-wide profitability by a good margin, probably in part because litigation teams rarely benefited from the over-investment seen in corporate practices at firms with delusions of M&A grandeur. Continue reading “Leader”
Strong leadership is fundamental to driving innovation in law firms. This is not a discussion point. There is no discussion. This issue, Legal Business teamed up with Berwin Leighton Paisner (BLP) for an extended look at the role of leadership in a period of uncertainty and the strength of that core conclusion surprised even me.
While it’s not surprising that law firm leaders hold that view – it would be odd if they didn’t – it was more telling that clients did as well. But the real acid test is the overwhelming endorsement of the need for robust leadership from partners and associates in our research. As this involves partners downplaying their own contribution – which they are neither culturally inclined nor structurally incentivised to do – that’s saying something.
Continue reading “Leadership in law: improving, crucial and maybe in the nick of time”
It was late in the day, as opinion polls narrowed alarmingly, that English lawyers took notice of Scotland’s independence vote last month and entertained the huge implications of a split in the UK’s 300-year-old union.
As several major Scottish institutions warned they would relocate operations to London, sterling buckled and one mortgage-backed securities deal went so far as to exclude Scots real estate, the implications began to sink in for business.
Continue reading “Gang aft agley – relief for Scots lawyers but indy vote is hard on mice an’ men”
Interviewed for our annual in-house report, general counsel (GCs) at leading companies give us their views on panels, pricing, regulation and diversity
‘We are going to see a lot more cross-border, multinational transactions that involve an in-depth legal scope well beyond the UK Companies Act. In-house lawyers, especially at the GC level, even if they just manage a local UK business, are going to see a lot more cross-border transactions and complexity. In my experience, law firms in the UK, especially in the South East and London, are much more flexible and open about the discussion on alternative billing than firms in New York.’
Bill Mordan, senior vice president and group GC, Reckitt Benckiser
