Changing Times

The economic downturn has affected law firms in many ways. Some have committed to legal process outsourcing and flexible working arrangements, while others have increased their international expertise through mergers, aquisitions or lateral hires. Whichever option you are currently considering, it is covered in this issue of Managing Partner.

Of wider significance is the intangible issue of law firm culture, which really shouldn’t be ignored when implementing dramatic change. No doubt it had some influence on former Hogan & Hartson and Lovells partners when they decided to defect to competitors before the famed merger.

But, how far should you go to keep your staff happy? And, supposing you decide you want to be the Google employer of the legal profession, offering lawyers high-end recreation rooms and uniquely flexible working options to encourage innovative client development, will your partners play along?

Entrenched in the partner mindset are the hard lessons they learnt as junior associates, which of course should not be spared for the next generation. While you may emphasise that you have a no-tolerance policy for bullying, and believe that your senior partners do not routinely shout at junior associates for interrupting them, much goes on after you close your door.

Opportunity for change comes in many forms and as Managing Partner’s new editor, I look forward to bringing you more magazines on the real issues facing you, our valued readers. I would also like to thank the previous editor, Richard Brent, for his kind assistance over the past month and wish him well in his future endeavours.

Manju Manglani

Editor

Features

Case Study: Securing Entry This article is for subscribers only
Neil Davison, head of IT at Farrer & Co, comments on his firm’s decision to implement a flexible two-factor authentication system and its impact on security and remote access to internal systems.

Roundtable: Legal Process Outsourcing This article is for subscribers only
Legal process outsourcing has become a popular way to manage costs and increase productivity. Managing Partner asks three innovative leaders to discuss their approach.

Managing Chinese Walls This article is for subscribers only
Planned changes to the SRA’s rules on conflict of interest have been beaten down by corporate counsel, reveal CMS Cameron McKenna’s Peter Maguire and Laura Taylor.

Middle East: Gulf of Difference This article is for subscribers only
Opportunities for law firms are becoming increasingly diverse in the Middle East, reveals Husam Hourani, managing partner of Al Tamimi & Co.

Letter from Asia: Opening Korea’s Doors This article is for subscribers only
Robert Sawney, managing director of SRC Associates, questions the benefits of the market opening for foreign firms.

Letter from America: Branching Out This article is for subscribers only
Thomas Berman of Berman & Associates reveals the problems of building a regional office through lateral hires.

Profile: David Pester Free
Ten years after the birth of TLT through the merger of Trumps and Lawrence Tucketts in Bristol, managing partner David Pester is celebrating with a new London office. By Richard Brent

Masterclass: From Contacts to Clients This article is for subscribers only
Pippa Blakemore, strategic business partner of the PEP Partnership, reveals how to avoid the common pitfalls of international business development.

Case Study: Changing Perceptions This article is for subscribers only
Elliot Moss, business development director at Mishcon de Reya, outlines the results of his strategic rebranding initiative.

Comment: Fit Note - Fit for Purpose? This article is for registered users only
Jonathan Whittaker, a partner at SAS Daniels, commments on getting ‘sick’ employees back to work.

Case Study: Systematic Quality This article is for subscribers only
Partner Diana Newcombe reveals the core features and benefits of Eversheds’ innovative data management and client billing system.

Masterclass: Coaching Partners This article is for subscribers only
Jack Downton, managing director of The Influence Business, reveals how coaching can help partners to bloom in networking and client-pitching situations.

Taxing Times This article is for subscribers only
Partner Paul Windsor of WSM Partners explores some tactics to limit the tax liability of UK lawyers.

Invested Interests This article is for subscribers only
The upcoming option of external investment under the Legal Services Act forces entrenched traditional firms to break with the past and modernise. By Patricia Wheatley Burt, Director of Trafalgar People

Cultural Shift Free
Can flexible working radically change the culture of late nights in the office? Richard Brent reports.

Comment: Merging Cultures This article is for subscribers only
Andrew Hedley of Hedley Consulting suggests ways to ensure a cultural fit between merging firms.

Comment: Driving Diversity This article is for subscribers only
Robert Heslett, president of the Law Society, comments on the need to increase social mobility in the legal profession.

Comment: Tackling Bad Behaviour This article is for subscribers only
Catherine Gannon, managing partner of Gannons Solicitors, lifts the lid on bullying at law firms.

Case Study: To Boldly Grow Free
Fasken Martineau’s managing partner, David Corbett, reflects on his decision to defy the downturn with a strategy of international expansion.