BigLaw partnerships’ productivity lesson for big corporates was first published by Joel Barolksy, a prolific contributor to Dialogue, as Law firm partnerships could give BHP a productivity lesson, an opinion piece published in the Australian Financial Review on 6 September 2019.
Do BigLaw managing partners see their worlds differently?
Do BigLaw managing partners see their world differently? invites Dialogue readers to share their experiences and views on the extent to which BigLaw leaders align with and differ from C-suite executives in corporations.
The Conference Board recently published The Future-Ready Organization reporting how CEOs and C-suite executives are thinking about the next few years and their vision for how their organisations will thrive in 2025 and beyond.
What’s your view about BigLaw?
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Big 4 vs BigLaw Legal Talent
My Tweet (featured below) gave rise to multiple related and robust conversations, especially about the legal talent that BigLaw (large law firms) hire versus the talent that the Big 4 hire. And I suspect that alternative legal service providers align with the Big 4 for purposes of this talent conversation.
The conversations highlighted for me the question of whether the Big 4 can achieve substantially different results, costs, or outcomes by hiring the same legal talent as BigLaw does.
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Strategies for uncertain times
With Strategies for uncertain times, Heather Suttie makes a positive contribution in the gloomy, global environment from which no legal services provider will be shielded.
It’s said that wars are won by strategy and battles are won by tactics. If that’s the case, then uncertainty around upcoming international political events—Canada’s federal election, Brexit, the 2020 U.S. election and forecasts for a financially-soft 2020 worldwide—may be among the factors that spur discontented clients to force change upon traditional law firms or leave them high and dry.
Stop trying to differentiate your firm
I published a shorter version of Stop trying to differentiate your firm in The Australian Financial Review on 3 May 2019 and later the full text as on my blog, Relationship Capital.
Editor: Joel provocative opening paragraph struck a nerve: “99% of Australia’s full-service law firms have a strategy based on seeking clear market differentiation. In my view, they’re largely wasting their time and money.” So it’s a pleasure to bring the full text to readers of Dialogue.
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Continuing Heather Suttie’s Analysis of the Big Four: Next Big Bite
Continuing Heather Suttie’s Analysis of the Big Four: Next Big Bite is an insightful look at just how far and fast the Big Four are likely to encroach on BigLaw’s patch. Heather’s post is well-timed! In the last two months two Australian-based former managing partners of King & Wood Mallesons, a premier BigLaw firm, have been named global heads of PwC Legal and KPMG Legal. A certain sign of the times
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