Insights
The Insights series draws upon our collective consulting experience to address topics that we consider of current interest to the senior management of law firms.
Can an Acqui-Hire Approach to Merger be a Talent Solution?
The legal industry is in the midst of a war for talent. Partner mobility continues at a high rate, at all levels of the market. Associate recruiting has never been so competitive, with generous signing bonuses becoming the norm for experienced corporate associates. On the flip side, between partner retirements, lawyers moving to other firms or in-house, or lawyers leaving the profession altogether, retention of talent is a continuing challenge for many firms. A recent Peer Monitor report showed that turnover over the last 12 months, through the 3rd quarter of 2021, was 13.8%. Despite dramatically increasing associate compensation, healthy growth in partner profits, and a strong focus on recruiting and retention, many firms are at best treading water in terms of size, and at worst shrinking.
Insights from Womble Bond Dickinson’s Chair and CEO on Transatlantic Growth
This month we interview Betty Temple, the Chair and CEO of Womble Bond Dickinson US, a roughly 1,000 lawyer firm formed through a 2017 combination of US-based Womble Carlyle and UK-based Bond Dickinson. In this interview, Betty discusses the strategic drivers behind transatlantic growth, lessons learned, and key takeaways for firms considering international growth opportunities.
Insights on Leadership from Nixon Peabody’s Stephen Zubiago
This month we interview Stephen Zubiago, the new CEO and Managing Partner of Nixon Peabody. He took over as CEO and Managing Partner on February 1 and shares his observations on his first six months in the role. Steve has been with Nixon Peabody since 1999 and has practiced law since 1992.
Enemies of Agility
Over the past several years, we have seen a growing gap between the highest performing firms and the rest of the market. In working with and observing law firms across market segments and jurisdictions, we see clear differences in how firms respond to market changes. The most agile firms benefit from a strategic advantage based on their ability to respond to change and capitalize on opportunities more effectively. This agility frequently drives superior performance relative to the rest of the market. By contrast, firms lacking agility seem to fall behind, whether through inertia or because their focus is elsewhere.
Leadership Succession: Defining and Developing Capabilities
We often work with law firms as they transition senior leadership positions in the firm. Increasingly, firms facing a leadership transition are taking the opportunity to refine their leadership selection process, review the leadership roles and governance structure, and, importantly, clarify the characteristics and capabilities required for leadership roles.
Gearing Up for Growth
As we enter the second quarter of 2021, the picture looks fairly rosy for many law firms. Preliminary signs point to the potential for another growth year in terms of demand across a number of practice areas. Signs of increased demand, combined with strong 2020 financial performance, indicate that some firms are poised for material revenue and profit growth and the potential to leapfrog competitors over the coming years.
Myths of Client Succession
Succession of client relationships is a top-of-mind issue for many law firm leaders. Yet it remains a challenge for leaders to make meaningful progress, often because partners resist succession efforts. In some cases the resistance is for legitimate reasons, but in other instances it is based on myths. Our work with law firms and our interviews with the clients of law firms highlight many of these illusions.
Is Your Firm Leveraging Its Leverage?
Declining leverage is not a new problem for law firms. Over the past 10+ years, partner leverage has declined, and many firms have gradually, and sometimes unintentionally, shifted to a partner-heavy model. With the advance of non-traditional providers who often have a highly leveraged model, and intensifying client pressure for firms to improve efficiency, the time is ripe for firms to rethink and better organize their leverage model.
