 Global Legal Market Videos
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What & Why Behind Swiss
Vereins
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Big 4 Law Network
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| About AILFN Video
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LinkedIn
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About Law Firm Networks
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LEX Africa
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AILFN
launches
LOCATE LAW NETWORKS
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a new network search engine that connects clients with vetted member networks all over the world.
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Salaberren y Lopez Sanson (SyLS) is the leading legal and tax boutique business law firm in Argentina. "SyLS brings a great deal of expertise to our network, and we look forward to working with the firm's well-respected lawyers." International Lawyers Network Executive Director Alan Griffiths.
Spiegel Sohmer (Quebec) Joins
Ally Law
Spiegel Sohmer is a full-service business law firm providing practical solutions in the areas of tax law, tax litigation, estate and succession planning, corporate and commercial law, mergers and acquisitions, real estate transactions, start-ups, and commercial litigations.
GGI Welcomes Windels Marx (NYC)
Windels Marx is a full-service law firm that helps harness opportunity and mitigate risk with a team that provides businesses with the service, quality, and value essential to a trusted relationship.
Hall & Wilcox (Australia) Joins International Lawyers Network
Hall & Wilcox enables clients, people, and communities to thrive by practicing smarter law. Smarter law is how they help their clients achieve their business objectives.
Read More...
León, Mora & Co. (Panama) Joins MSI Global Alliance
Established in 2007 and based in Panama City, León, Mora & Co. offers accounting, audit, and tax consulting services.
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Networks & AILFN In the Press
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Requests for Qualifications - RFQ
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Global Legal Expertise, Experience, and Quality - RFQ
When examining the business side of law firms as set out on websites, brochures, and media, one is struck by the emphasis placed on size. Much is made about the number of lawyers (e.g., "We are the world's largest firm"), the number of offices, the year founded -- these numbers provide the identity of the firm.
The relevance of size standards has dramatically changed in the last 10 years. Unbundled and specialized services means law-related work can be efficiently outsourced. Boutique firms have intruded on departments in full-service firms. Technology has transformed the need to have 50 offices. Legal procurement functions in corporate offices have become increasingly important, and measurable quality standards are being introduced.
What has also changed is locating law network members in each country. Locate Law Networks has solved the problem of networks only being known by members of the networks themselves. Network members can now be found in every country by lawyers with a single click.
Next month the individual expertise and experience of 300,000 lawyers at 3,500 fully-vetted law firms with 5,000 offices will also be accessible with "one click."
RFQ -
Realizing the Power of Law Firm Networks
Stephen J. McGarry
President
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Mark Cohen
CEO
Legal Mosaic
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YouTube
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Mies van der Rohe, the noted architect, remarked: "Architecture depends on its time." The same can be said about business structure - it depends on its time. A paradigm shift is occurring. Technology has enabled the creation of new business structures. It has facilitated a decentralized delivery structure, creating communities that connect sellers with buyers. This is sometimes called the collaborative or sharing economy, where individuals deploy underutilized assets - everything from cars and apartments to lawyers - to "share" with buyers. This eliminates centralized institutions that control supply and stifle competition by protectionist self-regulation. It has produced
"faster, cheaper, better" delivery of goods and services available on an as-needed basis.
Two examples of this phenomenon are the taxicab and legal industries. Each is in the throes of what Clayton Christensen calls "disruptive innovation."
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Joseph B. Altonji
Principal
LawVision Group
Michael D. Short
Principal
LawVision Group
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If the last few years have made one thing clear in the legal industry, it's that not
all firms are built with comparable strategic strength and resilience. Similarly, it is clear that the competitive positioning many firms pursued in the years prior to 2007 is no
longer adequate. A "strategy" of growing bigger by geographic or lateral expansion while competing on price and "full service" mantras appeared to work when the demand
for legal services exceeded the supply (as was the case prior to the recession) but was exposed as a non-strategy when supply exceeds demand (our post-recession situation). In an interesting twist of fate that transcends law firm size and geography, we now find ourselves in a world of winners and losers.
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| Fix the Woman or Fix the Law Firm? |
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Markus Hartung
Director
Bucerius Center on the Legal Profession
Emma Ziercke
Research Assistant, Non- Practicing Solicitor
Bucerius Center on the Legal Profession
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Why Law Firms Need to Stop Focusing on Gender Equality
Sheryl Sandberg's "Lean In" campaign revitalized the debate between opposing
perspectives on gender diversity: those who believe that women should change to get ahead in the workplace, and those who believe that the workplace should change to accommodate women. Which perspective is right? Many law firms are investing in gender diversity programs. But are these programs actually improving diversity?
How to Get to "Diversity"
Everyone seems convinced that diversity is a good thing. For the vast majority of
law firms, "improving gender diversity" means increasing the number of women in the
partnership.
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Reel Law: Global Perspectives
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FutureLaw 2016 Track B:
The New Legal Tech Communities
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Silvia Coulter
Principal
LawVision Group
Via the LexBlog Network
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Today's law firm strategies include a strong focus on retaining good talent. This
is important to focus on because clients will tell us, if asked, that they consider a law
firm's team to be part of their own internal team. So, retaining valuable talent, as many
readers likely know, means staying connected to the clients. Retaining talent, especially at the mid and junior levels of the firm, can be as complicated and as simple as creating a collaborative culture. Much is being written about how collaborative cultures will facilitate improved client service and higher profits. But little is being written about how to achieve a culture of collaboration. Below are some steps to implement a collaborative culture:
1. Put the same effort into interviewing firm members and employees as the effort that is put into interviewing clients. Aligning the goals of the firm with lawyer and staff expect
ations is critical to keeping productive talent.
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Mark Ross
VP of Legal Services
Integreon
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RoboCop
's ED-209 famously warned us back in 1987: "You have 15 seconds to comply. You are in direct violation of Penal code 1.13, Section 9."
Although the consequences of non-compliance for today's corporate offenders are not quite as severe as those portrayed in the Hollywood cult classic, agencies like the DOJ and SEC in the US, the FCA in the UK, and a plethora of other regulators are policing corporate conduct with ever-increasing voracity.
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Tim Corcoran
Principal
Corcoran Consulting Group
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Imagine this business school case study: A global business is managed by part-time leaders with minimal business training. The business offers different products to different customers depending on the varying skills and interests of the local service providers, who also serve as the salespeople, project managers and product managers. Pricing is customized to each transaction and rarely follows a cohesive strategy, save for the fiat that prices must increase each year.
Marketing consists of promoting the business's capabilities, which are presented as vast and unparalleled. Customer demand has been a constant for as long as anyone can remember.
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| Last Word - Editor's Note |
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Jennifer Kain Kilgore
Attorney Editor
IBLF
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Silvia Coulter
