Partnership Structures

“Seamless”?

A few weeks ago reports surfaced about a motion seeking to compel Norton Rose Fulbright to withdraw from representation of its client Duke University in a case brought against the university by the estate of John Wayne, which wants the right to market alcoholic beverages branded with Wayne’s “Duke” nickname—a textbook trademark dispute. The Wayne
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Articles, Branding, Business Models, Client Relationships, Leadership, M&A, Marketing, Partnership Structures, Strategy

Letter from Near and Far

Gentle Reader: Apologies for not having published more frequently over the past couple of weeks but business has taken us to Paris, the south of France, London, Portland, and Seattle–with 48 hours in New York inbetween the European and the Pacific Northwest trips. We met with firms ranging from the Magic and Silver Circle to US-based
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Articles, Business Models, Compensation, Cultural Considerations, Finance, Leadership, Partnership Structures, Practice Group Management, Strategy

The Elite Face-Off: NY vs. London

A famous former (and now late)  leader of the US House of Representatives, the classic Boston pol Tip O’Neill, supposedly remarked that “all politics is local.”  To that I would add MacEwen’s corollary, that “all rivalries are local.” In many ways, the leading candidate for most intense local rivalry in BigLaw is between London’s four
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Articles, Business Models, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy

The 5:1 Male/Female Partner Ratio

For those of you who may have missed it, we refer you forthwith to Brian Dalton’s latest column on Above The Law, “Is There a Business Case for More Female BigLaw Partners?” Anyone with a scintilla of conscience can only look at the information presented there with some combination of shame and dismay—if not despair.
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Articles, Cultural Considerations, Leadership, Partnership Structures, Practice Group Management, Recruiting, Strategy

More Equity Partner Cuts to Come?

The always intrepid Lee Pacchia of Bloomberg Law invited me to come by and talk about the quarterly reports on the State of BigLaw just released by Citi Private Bank and Wells Fargo’s law group. We also got off on the topic of whether lawyers can really be “entrepreneurial,” and what I fear may be
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Articles, Compensation, Finance, Leadership, Partnership Structures, Strategy

A Conversation With Ted Burke

The other week I had the chance to sit down with Ted Burke, outgoing chief executive and global managing partner of Freshfields. I’ve known Ted for years, consider him a friend, and with the announcement a month or so ago that he would be stepping down at Freshfields a year ahead of expiration of his
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Articles, Business Models, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy

Checked your demographics lately?

Sometimes large changes break across the landscape like summer afternoon thunderstorms, seemingly coming from nowhere and definitely getting everyone’s attention: And sometimes they steadily and stealthily accumulate over time, perhaps without anyone ever intending to transit from where we were to where, when we look around, we find ourselves today. Today we’re talking about Type
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Articles, Business Models, Finance, Leadership, Partnership Structures, Practice Group Management, Recruiting

Diplomacy and the Partner Pay Conversation

Herewith the next installment in our series of articles on the always charged issue of compensation, from Richard Rapp. Enjoy! Bruce   Like the heads of most law firms, I had no training in management when I became president of a professional service partnership and I did a lot of on-the-job learning during my early
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Articles, Compensation, Cultural Considerations, Leadership, Partnership Structures, Profiles of Individuals

Boutiques

Boutiques are next up in our law firm taxonomy, and first a word about what I mean when I say “Boutiques,” because I may be using it a bit differently than you might assume in common parlance. In my nomenclature for purposes of this taxonomy, boutiques are firms that do one and really only one
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Articles, Business Models, Leadership, Partnership Structures, Practice Group Management, Strategy

Externalities and Partner Pay

Herewith our next in the series by Richard Rapp on partner compensation. As always, your thoughts, observations, and comments are most welcome. If you want to email Richard directly, please do so—Bruce   Economists are interested in “externalities” –effects that are incidental to a transaction that go uncaptured by markets and, typically, that affect others
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Articles, Compensation, Leadership, Partnership Structures, Practice Group Management