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Making a success of succession

Appointing the right leader for your firm is an absolute necessity for business success but getting it right is a tough task, demanding time, energy and a forward-thinking attitude. Noel Carroll, area director, London North and City, at Allied Irish Bank (GB), provides some guidelines on approaching this essential but difficult area of effective law-firm management.

Thought leader

Lord Clementi’s report is of immense significance to the legal profession as it impacts on regulation of the profession and business structures, together with the divisive issue of ‘Tesco law’.

The future of legal-service delivery

The first warm days of summer have arrived and with it a new optimism as we finally shrug off the cold dark days of winter. It seems appropriate, therefore, that this issue looks to the future of legal-service delivery, which, despite endless tales of woe, actually gives us plenty to look forward to.

A force for change

When Dawn Dixon and Michael Webster set up Webster Dixon in 1998, Dixon found herself returning to compete in a City environment that she had rejected as a trainee as being too hostile. Since then, the firm has gone from strength to strength, with a second office move in the planning, and staff recruitment continuing apace. Caroline Poynton talks to Dixon about the challenges so far and her aspirations for the future.

Firms collaborate on LPC

Freshfields Bruckhaus Deringer, Herbert Smith, Lovells, Norton Rose and Slaughter and May have chosen BPP Law School as their exclusive provider of a City-focused Legal Practice Course (LPC).

Thought leader: The beginning of the end for PSLs?

Professional support lawyers provide know-how support to the practice and their numbers are increasing considerably across large and not so large firms. However, two recent developments lead me to wonder what the PSL role will be in five years’ time.

The trials and tribulations of partner remuneration

Tackling partner reward and performance management is a tough task at the best of times and most would wisely tackle each area separately for integration at a later date. But Paul Stothard, chief executive at Shoosmiths, was nothing if not brave, and faced the challenge of reforming the whole system in one courageous blow. The process was beset with challenges but, if all goes to plan, the future looks bright for a firm that will have clarity of purpose and a proven commitment to change.

Thought leader

Client-relationship management (CRM) has been around for some time, but we are still far from getting it right. It seems to me that the biggest problem is that commercial clients, in particular, are just becoming more demanding and I have a nagging feeling that the legal sector is not quite keeping up.

Personal profile: Managing a US venture in a London market

John Reynolds has plenty of recommendations for his expertise in litigation, including Chambers & Partners, Legal Experts 2002 and the Global Counsel Dispute Resolution Handbook, all of which describe him as a leader in the field. In September 2000, however, Reynolds agreed to expand his responsibilities and become managing partner of the London office of McDermott, Will & Emery. Can he parallel his litigation success in the management field? Caroline Poynton finds out.

Company profile: Delivering recruitment services in a difficult market

Starting a business is never easy, but what about deciding to launch a legal recruitment company in the middle of an economic downturn, when fewer firms are looking to recruit and high-calibre candidates are more nervous about moving? For First Counsel, launched in the spring of 2003, it was merely a challenge to be met head on. Caroline Poynton talks to directors Chris Cayley, William Cock and Tim Skipper about the merits of their business case and how they intend to meet the needs of the legal marketplace, despite the competition.

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