Around the Firms
December 27, 2004
London firm DLA and the partners of Piper Rudnick started off December with a vote to merge the two firms, and thus the New Year brings about the world's third-largest law firm measured by lawyers ' and fifth-largest measured by revenues.
Making Merged Firms Work As One
December 27, 2004
Finding a merger candidate can be a daunting process. However, integrating a merged group of attorneys into a "new" firm's culture, practice environment and organizational structure so that attorneys from both firms work as one may be a greater challenge.
Challenges And Adjustments In A Merger
December 27, 2004
There is a drama that is acted out every day on the stages of hundreds of law firms throughout the world. Firm A, which may have been a local, regional or even national firm, has recently merged into (read "acquired by") Firm B, a larger national or international firm, and the partners from Firm A are adjusting to being part of such a huge firm. <br>There are many pluses to becoming part of a much larger firm ' but there are also many differences and challenges. If the merger is to be successful, the partners in Firm A must anticipate the differences and challenges and Firm B must recognize them.
Codifying Competencies
December 27, 2004
When law firms recruit, train, evaluate and promote lawyers, what ideal do they have in mind? What model of lawyer performance are they pursuing: what balance of knowledge, skills and capabilities, work management, ethics, character and commitment, client service and business development? Attempting to put into words our notion of successful performance is a prerequisite to consistency in how we recruit, train, evaluate and promote. It would also appear to be a pre-requisite to fairness and effectiveness in setting expectations among new lawyers and helping them achieve those expectations.
FTC Staff Report on Franchise Rule Attracts Many Comments
November 30, 2004
In general, commenters were supportive of the proposed rule changes and praised the FTC for its detailed approach. An introductory statement in the comment from the law firm Kaufmann, Feiner, Yamin, Gildin & Robbins LLP (New York) called the Staff Report "a remarkable effort to ascertain, and as prudent, incorporate ... the desires, needs, and policy positions both of franchisors who will be regulated by the forthcoming revised Franchise Rule, and franchisees whose interests are sought to be protected and advanced thereunder."
Contractual Jury Waivers: New Case Before California Supreme Court Presents a Challenge
November 30, 2004
A closely watched case now before the California Supreme Court will impact the way equipment lessors do business. In <i>Grafton Partners L.P. v. Superior Court,</i> 9 Cal.Rptr.3d 511 (2004), the California Court of Appeal held that predispute contractual jury waivers are unenforceable under the California Constitution. The case has been accepted for review by the California Supreme Court, and a decision is expected next year.
Managing Unfunded Partner Retirement Plans: Now's The Time To Consider Alternatives
November 30, 2004
Partnerships often provide supplemental retirement benefits to their partners. These plans were established many years ago, and in many cases, do not achieve many of the business objectives for the modern law firm. <br>This article will cover the origins and objectives of these programs and assess their modern day relevance. The article will discuss prominent current objectives a firm might have with respect to retiring partners, identify HR solutions to meet them, and suggest change management strategies to manage their unfunded retirement plans to satisfy both younger and older members of the firm.
Law Firm Performance 2004 ' Highlights
November 30, 2004
For the industry as a whole, the economic performance of law firms in 2004 was quite good. Indeed, given the overall state of the national economy and the dire early predictions of some pundits, the performance of the industry was remarkable. Much of this positive performance was, of course, attributable to the continuing strength of litigation practices as well as, to a lesser extent, bankruptcy and reorganization activity.
Lessons In Leadership
November 30, 2004
Law firms are a natural breeding ground for developing strong, effective leaders. Most often though, when selecting an attorney to assume leadership responsibilities for their practice group, office or as managing partner, the nod goes to the most financially successful attorney who has established a baseline of trust as a knowledge-based expert with clients. Is it any wonder that when these very successful attorneys who are superb at maintaining client relationships by keeping their nose to the grindstone and practicing law without interference from the firm, often stumble when thrown into leadership roles where expectations dramatically shift to the care and feeding of others within the firm?
