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A Talent Take on Law Firm Rankings

By David Cruickshank

American Lawyer Top 100 rankings are announced.  Headlines like “30% Profit Increase at Firm Despite Pandemic” appear.  And “rumored expensive deals” for lateral partners get favorable attention for the acquiring firm.  This drumbeat from the legal press about “top firms” is supposedly a proxy for excellence in law firms, law practices and excellent individual talent.  But are these the best measures to help a client or a job-hunting professional decide to choose a “top” firm?

Move the Goalposts and Make Prospect Risk Aversion Your Friend

By Mike White

Whether you’re a strategy consulting firm or a law firm, “difference in kind” persuasion requires big “goalpost moving”- you’re going to need to get prospects to look at their problem and the opportunity fundamentally different from the way they are likely looking at it when they present it to you. If you “move the goalposts” you win; if you allow them to lazily accept the framing they brought with them before talking to consultants you likely won’t win.

Resolving Conflict: Trouble at the Top and Why it’s sometimes best to part company

By Jonathan Middleburgh

I have written previously (in an article in the Edge Communiqué entitled ‘Law Firm Armaggedon: How a major Law Firm nearly imploded and how the conflict was resolved’) about how the survival of law firms sometimes requires the capacity to resolve senior-level conflict. In that article I shared the story of one such conflict and how it was resolved through a long and difficult resolution process.

THE CHALLENGE OF COLLABORATION

By Leon Sacks

Clients are facing increasingly complex demands posed by the rapid advance of technologies, the economic and regulatory environment, the geographic spread and dynamic change within their markets and disruptive events, such as the current pandemic. Worse, many firms are less collaborative than they think they are.

A NETWORK LEADERS CHECKLIST

By Yarman J Vachha

As the world changes and emerges from a generational crisis there is an increasing need to work together and form affiliations as there is inevitably strength in numbers and diversity. I believe that we will see much consolidation in the legal markets in the next few years. Those in existing Networks or Affiliations will be well served to review their arrangements and to take stock of “what they want to be” in the new world.

TRAINING & SKILL-BUILDING – CREATING A CULTURE OF KNOWLEDGE-SHARING

By Bithika Anand

Training, development and skill-building are concepts that have largely been under-rated in law firms. The debate often is – whether they are a cost or an investment? The dilemma also stems from the uncertainty concerning the return on investment and how to scientifically measure the value addition from training and development activities. This article aims to discuss the benefits associated with skill-building and how can law firms foster a culture of knowledge-sharing, mentoring and growth.

20 insights you need to run a law firm in the 2020s

By Chris Bull

Law firms operate in a digital and data age, but most remain ‘data right but insight poor’. By adopting a new, managed approach using the information-insight-impact model and starting with 20 business essential insights firms can begin to address this gap.

Integrating Strategic Planning and Strategy Execution

By Nick Jarrett-Kerr

Professional service firms are typically littered with uncompleted strategic projects, failed initiatives and strategic plans that have remained in a drawer (or a computer file) almost as soon as written. It has often been observed that professionals are better at ideas and planning than in putting those plans into reality by means of effective implementation. 

Partners: Escape Velocity Begins Now!

By Mike White

Well thankfully, it’s a new year! As you do all that you can to reach “escape velocity” and set the table for great things in Q3 and Q4, I caution my clients to make a psychological commitment to put things in motion now to create a rich set of opportunities later in the year.

Global Legal Remote Working Survey

By Jonathan Middleburgh

COVID-19 forced law firms almost overnight to adjust to their personnel working from home, regardless of how senior management felt about flexible working pre-pandemic. This survey explores a range of psychosocial and other factors relevant to prolonged working from home.