Law.com - Cooley Godward Forms Latin America Real Estate Group
It is interesting to see a Latin American real estate practice being based in New York. Many people would have thought of Miami as a more suitable location. In any case, this just underscores the vitality and versatility of the New York legal market.
Monday, March 31, 2008
Law.com - For Willkie and Orrick, Paris -- Not London -- Is the Gateway to Europe
Law.com - For Willkie and Orrick, Paris -- Not London -- Is the Gateway to Europe
This is a interesting commentary on the role Paris plays for some firms and could possibly play for others in establishing or maintaining a European presence. London probably has too many law firms at the moment all going after the same business. Paris, fell out of favor for a while when the French made it more difficult to establish there about 15 years ago. On paper, I am not sure it is any more hospitable today, but the practice is often different than what the rules and regulations might indicate. One thing London offers is that it is English speaking, and most big deals are done in English. Most major firms in Paris work well in English, but it isn't usually the preferred language in Paris, particularly, for staff.
This is a interesting commentary on the role Paris plays for some firms and could possibly play for others in establishing or maintaining a European presence. London probably has too many law firms at the moment all going after the same business. Paris, fell out of favor for a while when the French made it more difficult to establish there about 15 years ago. On paper, I am not sure it is any more hospitable today, but the practice is often different than what the rules and regulations might indicate. One thing London offers is that it is English speaking, and most big deals are done in English. Most major firms in Paris work well in English, but it isn't usually the preferred language in Paris, particularly, for staff.
Friday, March 28, 2008
Law firms hike salaries to retain talent as foreign cos troop in- Jobs-News By Industry-News-The Economic Times
Law firms hike salaries to retain talent as foreign cos troop in- Jobs-News By Industry-News-The Economic Times
In a rapidly globalizing world, it seems no one is immune from the upward salary pressures some of the major US and UK firms are creating. As this article suggests this trend is now even reaching India. There is still a significant differential between US and UK starting salaries and Indian starting salaries, but the gap has gotten narrower at all levels it seems. This may trend may also hit the Indian legal outsourcing firms that offer Indian common law trained attorneys for research and other tasks typically performed by lawyers in the US and elsewhere. My guess it, however, that these outsourcing firms are not hiring the types of lawyers who might command the higher salaries being offered by some of India's more prominent law firms. Also, as India does not permit foreign law firms to establish there, there will not be the internal price pressure of having a US or UK firm paying higher salaries in the local economy.
In a rapidly globalizing world, it seems no one is immune from the upward salary pressures some of the major US and UK firms are creating. As this article suggests this trend is now even reaching India. There is still a significant differential between US and UK starting salaries and Indian starting salaries, but the gap has gotten narrower at all levels it seems. This may trend may also hit the Indian legal outsourcing firms that offer Indian common law trained attorneys for research and other tasks typically performed by lawyers in the US and elsewhere. My guess it, however, that these outsourcing firms are not hiring the types of lawyers who might command the higher salaries being offered by some of India's more prominent law firms. Also, as India does not permit foreign law firms to establish there, there will not be the internal price pressure of having a US or UK firm paying higher salaries in the local economy.
Thursday, March 27, 2008
Age of Empire: UK Firms Rule When It Comes to Cashing in Overseas
Age of Empire: UK Firms Rule When It Comes to Cashing in Overseas
Some very interesting statistics in this article. While I generally believe that revenues from the international practice of law are superior to those from the domestic practice of law, these statistics seem to suggest that the foreign branch offices of the UK law firms in question are more profitable than their domestic offices. This does not necessarily make sense as frequently, foreign branch offices are more expensive to operate and maintain. This bears some further analysis.
Some very interesting statistics in this article. While I generally believe that revenues from the international practice of law are superior to those from the domestic practice of law, these statistics seem to suggest that the foreign branch offices of the UK law firms in question are more profitable than their domestic offices. This does not necessarily make sense as frequently, foreign branch offices are more expensive to operate and maintain. This bears some further analysis.
Wednesday, March 26, 2008
Law.com - Hot Market for International Energy Sparks Exits From Paul Hastings
Law.com - Hot Market for International Energy Sparks Exits From Paul Hastings
This article is interesting for several reasons. First, it shows the mobility of attorneys in the international areas of the practice. Second, it has some interesting comments about China which ties in nicely with the previous post about Nixon Peabody's opening a Shanghai office. Finally, it also shows the growth potential of an international practice; Paul Hastings' practice group grew more than three-fold in five years.
This article is interesting for several reasons. First, it shows the mobility of attorneys in the international areas of the practice. Second, it has some interesting comments about China which ties in nicely with the previous post about Nixon Peabody's opening a Shanghai office. Finally, it also shows the growth potential of an international practice; Paul Hastings' practice group grew more than three-fold in five years.
Law.com - Nixon Peabody Goes to China
Law.com - Nixon Peabody Goes to China
Opening an office in Shanghai is a big step from opening an office in London, Nixon Peabody's first foreign office, but the competition in China should be a lot less severe than in London. With fourteen lawyers involved in a China practice, Nixon Peabody, has a reasonable core competency to have a meaningful China practice. However, it will need to staff up Shanghai with more than two rotating lawyers to make that office a real functioning office rather than a letterhead entry. Nixon Peabody was once perceived as an Upstate New York firm. Today, it has branched out considerably, even though its roots remain in Upstate New York. It will be interesting to see if the firm addresses other areas of China. Shanghai is an important city in China, but China has many cities, and the risks could be even lower and the rewards higher in second and third tier emerging cities than in the older, more established cities.
Opening an office in Shanghai is a big step from opening an office in London, Nixon Peabody's first foreign office, but the competition in China should be a lot less severe than in London. With fourteen lawyers involved in a China practice, Nixon Peabody, has a reasonable core competency to have a meaningful China practice. However, it will need to staff up Shanghai with more than two rotating lawyers to make that office a real functioning office rather than a letterhead entry. Nixon Peabody was once perceived as an Upstate New York firm. Today, it has branched out considerably, even though its roots remain in Upstate New York. It will be interesting to see if the firm addresses other areas of China. Shanghai is an important city in China, but China has many cities, and the risks could be even lower and the rewards higher in second and third tier emerging cities than in the older, more established cities.
Thursday, March 20, 2008
Law.com - External Funding Booms as Litigators Plot Upturn
Law.com - External Funding Booms as Litigators Plot Upturn
While not exactly globalization of legal services, as the main action is taking place in London with some US law firms joining in, it looks as if it will qualify.
Traditional barriers are coming down very quickly in the legal profession. While some people might taut this as positive change, sometimes, when you depart from the old rules, particularly when you really do not consider the reasons for the old rules, there can be some very unhappy developments.
When a third party funds a litigation for a slice of the action, who controls the litigation? The client or the lender? To whom does the attorney owe his duty? Is it the client or the lender? Would the attorney disregard the wishes of the client because those wishes prejudice the one who is actually paying the bills?
This is a very interesting development, and it deserves further watching and study.
While not exactly globalization of legal services, as the main action is taking place in London with some US law firms joining in, it looks as if it will qualify.
Traditional barriers are coming down very quickly in the legal profession. While some people might taut this as positive change, sometimes, when you depart from the old rules, particularly when you really do not consider the reasons for the old rules, there can be some very unhappy developments.
When a third party funds a litigation for a slice of the action, who controls the litigation? The client or the lender? To whom does the attorney owe his duty? Is it the client or the lender? Would the attorney disregard the wishes of the client because those wishes prejudice the one who is actually paying the bills?
This is a very interesting development, and it deserves further watching and study.
After Defections, NY BigLaw Firm Names New London Leaders
After Defections, NY BigLaw Firm Names New London Leaders
This article takes us back to my first post about business models that drew on a then recent article from Business Week. Notice that the London partners wanted more independence from New York headquarters. There would seem to be a tension between the colonial model and the multinational model. It also underscores the issues that are likely to come about as law firms follow the experience of business.
This article takes us back to my first post about business models that drew on a then recent article from Business Week. Notice that the London partners wanted more independence from New York headquarters. There would seem to be a tension between the colonial model and the multinational model. It also underscores the issues that are likely to come about as law firms follow the experience of business.
Bar Admission and Globalization
Last evening, I attended our monthly meeting of the Committee on Legal Education and Admission to the Bar of the New York State Bar Association. We had a very interesting report from Prof. Randy Herz of New York University School of Law about the activities of the "Outcomes" Committee he is chairing in response to some initiatives of the US Department of Education regarding the role of the American Bar Association in the accreditation of law schools in the United States.
As I was listening to Prof. Herz's excellent report, it occurred to me that, in world of globalized legal services, bar admission is really not considered as being very important. If you look at the mobility of legal talent these days, you see announcements in the legal press of this or that lawyer (whose bar admission is not even mentioned) going from Hong Kong (for example) to a new office in Bahrain (or where ever). The point is, of course, that no one can be admitted everywhere, and, often, law firms and consumers of legal services are more interested in skills and experience than they are in the formalities of bar admission. Thus, an M&A lawyer from New York or London, may be needed in Moscow and may never think twice about seeking admission to the local bar.
This clearly does not pose a problem to the consumers of these legal services, because they are all sophisticated users of legal services (and are usually lawyers themselves as in-house GS's or outside law firms) and can easily protect themselves. Hence, bar admission is not a major consideration of the decision to engage a lawyer. Rather, specific skills and experience are.
At the administrative level, the US still seems to be obsessed with local bar admission. However, at the practice level, lawyers move about the country doing deals, meeting clients, taking depositions, etc., without much regard to whether they are admitted in the jurisdiction where the meeting takes place, etc. Internationally, it is even more so. Lawyers open offices in jurisdictions where they have no local bar admission and offer "international legal services" from those offices. This woudl run afoul of most MJP rules in the US. However, there is some precedent for this in the Establishment Directive in the EU.
The EU gives great mobility to EU nationals who are admitted in a member state of their nationality. Such a lawyer can go to any other member state and practice home country law. After three years of such practice, the lawyer can get host country admission without more. That certainly gives a lot of weight to skills and experience.
It will be interesting to see where all this is going.
As I was listening to Prof. Herz's excellent report, it occurred to me that, in world of globalized legal services, bar admission is really not considered as being very important. If you look at the mobility of legal talent these days, you see announcements in the legal press of this or that lawyer (whose bar admission is not even mentioned) going from Hong Kong (for example) to a new office in Bahrain (or where ever). The point is, of course, that no one can be admitted everywhere, and, often, law firms and consumers of legal services are more interested in skills and experience than they are in the formalities of bar admission. Thus, an M&A lawyer from New York or London, may be needed in Moscow and may never think twice about seeking admission to the local bar.
This clearly does not pose a problem to the consumers of these legal services, because they are all sophisticated users of legal services (and are usually lawyers themselves as in-house GS's or outside law firms) and can easily protect themselves. Hence, bar admission is not a major consideration of the decision to engage a lawyer. Rather, specific skills and experience are.
At the administrative level, the US still seems to be obsessed with local bar admission. However, at the practice level, lawyers move about the country doing deals, meeting clients, taking depositions, etc., without much regard to whether they are admitted in the jurisdiction where the meeting takes place, etc. Internationally, it is even more so. Lawyers open offices in jurisdictions where they have no local bar admission and offer "international legal services" from those offices. This woudl run afoul of most MJP rules in the US. However, there is some precedent for this in the Establishment Directive in the EU.
The EU gives great mobility to EU nationals who are admitted in a member state of their nationality. Such a lawyer can go to any other member state and practice home country law. After three years of such practice, the lawyer can get host country admission without more. That certainly gives a lot of weight to skills and experience.
It will be interesting to see where all this is going.
Wednesday, March 19, 2008
Law.com - Nabarro Gains Best Friends in Italy and Spain
Law.com - Nabarro Gains Best Friends in Italy and Spain
This post complements the immediately preceding post regarding Clifford Chance and Dewey & LeBoeuf. The "best friends" approach, particularly when it is implemented well, is often the most cost effective and lowest risk solution. In addition, where the "best friend" is a more diverse law firm, there is a greater scope of services available.
This post complements the immediately preceding post regarding Clifford Chance and Dewey & LeBoeuf. The "best friends" approach, particularly when it is implemented well, is often the most cost effective and lowest risk solution. In addition, where the "best friend" is a more diverse law firm, there is a greater scope of services available.
Law.com - Clifford Chance Duo Jump to Dewey in Rome
Law.com - Clifford Chance Duo Jump to Dewey in Rome
Another realignment of legal talent involving foreign branch offices of global firms one home-based in London and the other home-based in New York.
Another realignment of legal talent involving foreign branch offices of global firms one home-based in London and the other home-based in New York.
An Export in Solid Supply - New York Times
An Export in Solid Supply - New York Times
While not strictly a legal issue at this time, this article might well indicate a future trend in global legal services. The real category, of course, is not coal per se, but rather a subset of energy related legal services. As the coal is here but being sold globally, this is one area where domestic firms can enjoy an advantage, provided they master the other services needed to manage the global sale of coal.
While not strictly a legal issue at this time, this article might well indicate a future trend in global legal services. The real category, of course, is not coal per se, but rather a subset of energy related legal services. As the coal is here but being sold globally, this is one area where domestic firms can enjoy an advantage, provided they master the other services needed to manage the global sale of coal.
Tuesday, March 18, 2008
"Skadden to open in São Paulo"
To me this makes more sense in many ways than opening an office in an already "over lawyered" area as many firms are still rushing to do. The problem is, however, that, as is often the case in many older, more stable areas, such as São Paulo, there are already some very strong local firms with which to partner thereby eliminating the costs and risks of setting up a stand alone office. In my view, the only good reason to set up a stand alone office is because there are no realistic possibilities of suitable "best friends" relationships.
To me this makes more sense in many ways than opening an office in an already "over lawyered" area as many firms are still rushing to do. The problem is, however, that, as is often the case in many older, more stable areas, such as São Paulo, there are already some very strong local firms with which to partner thereby eliminating the costs and risks of setting up a stand alone office. In my view, the only good reason to set up a stand alone office is because there are no realistic possibilities of suitable "best friends" relationships.
Friday, March 14, 2008
Practice Leader Bolts Firm
Practice Leader Bolts Firm
There is an interesting focus to this article. Jackson Lewis is a highly specialized and focused national firm.
There is an interesting focus to this article. Jackson Lewis is a highly specialized and focused national firm.
Another Partner Flies Alston & Bird's Coop
Another Partner Flies Alston & Bird's Coop
The mobility of certain segments of the legal profession is becoming truly amazing. The days of "partner for life" are long gone, and, as this article, which is representative of many similar articles, shows the allure of the "global presence" law firm for many practitioners.
The mobility of certain segments of the legal profession is becoming truly amazing. The days of "partner for life" are long gone, and, as this article, which is representative of many similar articles, shows the allure of the "global presence" law firm for many practitioners.
Wednesday, March 12, 2008
Law.com - Senior Corporate Hire Steps Up DLA's Gulf Push
Law.com - Senior Corporate Hire Steps Up DLA's Gulf Push
More news about DLA's expansion plans. This time, DLA looks to Australia as a source for talent in its Mid-east efforts, which include enhancing Dubai with new presences in Abu Dubai, Oman, and Qatar. Time will tell if this part of the world needs so much legal presence.
More news about DLA's expansion plans. This time, DLA looks to Australia as a source for talent in its Mid-east efforts, which include enhancing Dubai with new presences in Abu Dubai, Oman, and Qatar. Time will tell if this part of the world needs so much legal presence.
Tuesday, March 11, 2008
Law.com - Allen and Goetz to Exit White & Case's London Office
Law.com - Allen and Goetz to Exit White & Case's London Office
Yet another almost daily example of the growing mobility among international practicioner at the larger firms.
Yet another almost daily example of the growing mobility among international practicioner at the larger firms.
Law.com - Private Equity Firm First to Openly Target Legal Services in U.K.
Law.com - Private Equity Firm First to Openly Target Legal Services in U.K.
This is not possible yet, if ever, in the US, but it is possible in some parts of the world, including Australia and the UK. It is interesting that the private equity firm is targeting mid-tier firms. You might argue that, while these firms have more growth potential than some of the mega firms, they are probably not as well managed, do not always have the best client bases, and may not be able to break through to the mega firm level within a reasonable time. Also, helping a mid-tier firm develop a new practice area seems to be a very risky investment, unless there is a core group of clients to which the firm could successfully market these services. Time will tell, of course, if non-lawyer investment in law firms is a good idea or even a workable idea. This is something we need to watch closely to see what lessons, if any, can be gleaned from the experience.
This is not possible yet, if ever, in the US, but it is possible in some parts of the world, including Australia and the UK. It is interesting that the private equity firm is targeting mid-tier firms. You might argue that, while these firms have more growth potential than some of the mega firms, they are probably not as well managed, do not always have the best client bases, and may not be able to break through to the mega firm level within a reasonable time. Also, helping a mid-tier firm develop a new practice area seems to be a very risky investment, unless there is a core group of clients to which the firm could successfully market these services. Time will tell, of course, if non-lawyer investment in law firms is a good idea or even a workable idea. This is something we need to watch closely to see what lessons, if any, can be gleaned from the experience.
Law.com - DLA Piper Opens in Houston
Law.com - DLA Piper Opens in Houston. The world's largest law firm gets even bigger. Note that much of the staffing for the new office comes from what may be perceived as a rather diverse group of laterals. If you are interested in this post, you might also want to take a look at the immediately preceeding post regarding Eversheds as it also mentions DLA Piper.
Law.com - How Eversheds Became Tyco's Firm of Choice in Europe
Law.com - How Eversheds Became Tyco's Firm of Choice in Europe
This is a very interesting article that illustrates a number of emerging trends in the delivery of global legal services. Eversheds is using a combination of techniques that combine internal resources with "best friends" resources - e.g., the relationship with the firm it South Africa. It would be interesting to learn more about this relationship. Is it special purpose, namely, limited to Tyco work only, or is it broader in scope. How do the parties maintain it? What efforts do they make to provide seamless services to Tyco?
This is a very interesting article that illustrates a number of emerging trends in the delivery of global legal services. Eversheds is using a combination of techniques that combine internal resources with "best friends" resources - e.g., the relationship with the firm it South Africa. It would be interesting to learn more about this relationship. Is it special purpose, namely, limited to Tyco work only, or is it broader in scope. How do the parties maintain it? What efforts do they make to provide seamless services to Tyco?
Monday, March 3, 2008
Law.com - White & Case Opens in Romania
Law.com - White & Case Opens in Romania in today's Law.Com is an intersting article that illustarates a large global integrated law firm that appears to be moving towards the globalized company model discussed in an earlier post. Also note the mobility of the people involved. The manager of the new office was with another law firm until relative recently. He joined his new firm after an intermediate sint outside the law firm environment.
Sunday, March 2, 2008
The forms of globalization
Not too long ago, Business Week had an interesting article about the phases of globalization for business. Much of what Business Week said about business is relevant to law firms.
Initially, businesses approached globalization through what Business Week called the "colonial model." Companies had management, capital, etc., centralized at their head office which dispatched people to the colonies when needed. Everything depended on the head office, and everything flowed through the head office. This model was in vogue, Business Week said, until shortly after the Second World War.
The next phase was the "multinational company," which dominated the second half of the last century. In the "multinational company," there was a headquarters, but headquarters management gave much more freedom to regional operations which were, in most cases, relatively independent of headquarters, with their own management, financial resources, and product and/or service variations suited to the region served. These regional operations were also relatively independent of other regional operations, usually having little contact with them.
Towards the end of the Twentieth Century, a new business model started to emerge, the "globalized company." In the "globalized company," model, there is great mobility of capital, of resources of all types, and of people. What ever needs to be done will be done wherever it can be done competently, on time, and at the lowest cost. Flexibility and rapid response is the focus. Time and location are irrelevant. The globalized business is an interconnected whole operating twenty-four hours a day, seven days a week, fifty-two weeks a year without letup. Whether human managers are able to perform long term this way remains to be seen, of course.
It seems to me that a significant percentage of multi-office law firms are still operating in the so-called "colonial model" mode. There is a principal office and everything radiates out from that office and back to that office. If the experience of business is of any value to law firm models, this mode of operation is not going to lead to long term success.
If law firms follow the evolutionary process of business and make the transition to the "multinational company" model, there are many pitfalls in this model for law firms, especially in the regional independence of its various components, that must be considered. If a regional group has a great deal of independence from the firm's principal office and little contact with the firm's other regional operations, how long will it be before these regional operations seek complete independence or to join with another law firm that promises more? We are starting to see some of this now where large groups of lawyers, and even entire offices are changing firm affiliation. For example, last Friday's legal press was full of news about the Mexico City office and Latin practice of a well-known New York City firm jumping ship and joining with another well-known New York City law firm.
If law firms explore moving forward from the "multi-national model,' I think there are serious questions as to whether a law firm can adopt the "globalized company" model, because of the unique nature of the practice of law, which, after all, even though a service business, is also a licensed profession. There may be very cost effective resources in other jurisdictions that have time available, but, if none of the professionals at that location have the requisite licenses, can they deliver a suitable work product? Is it really possible to do high quality legal work of a specific nature in multiple locations throughout a law firm? Can a "global law firm" afford to have appropriately licensed professionals spread throughout its multiple offices across time zones so that there are competent professionals always available throughout the world who are able to work on specific projects that require their licensed skills?
The globalized company model no doubt works well for many businesses, because there are common products, common technology, shared knowhow, copyrights, trademarks, and brands, etc., that can be easily made available to regional operations under appropriate licensing agreements, technology transfer agreements, or otherwise. For most business products and non-licenced services, unlike with law firms, there are no restrictions on the persons who can be called upon to do the work required. Thus, any reasonably intelligent, competent person can do what is needed in the business environment without fear of violating ethical standards or engaging in the unauthorized practice of law.
Finding the best way to address the rapidly growing need to provide globalized clients with the legal services that these clients require is going to be one of the most significant challenges of the coming years. The large, integrated, global law firm is one way of addressing these needs. Another is a "best friends" approach. Legal networks are another way of filling the needs. Each of these methods has its own strengths and weaknesses. Hopefully, we can interest people in sharing there view on the strengths and weaknesses of these approaches and the viability of other approaches as well.
Initially, businesses approached globalization through what Business Week called the "colonial model." Companies had management, capital, etc., centralized at their head office which dispatched people to the colonies when needed. Everything depended on the head office, and everything flowed through the head office. This model was in vogue, Business Week said, until shortly after the Second World War.
The next phase was the "multinational company," which dominated the second half of the last century. In the "multinational company," there was a headquarters, but headquarters management gave much more freedom to regional operations which were, in most cases, relatively independent of headquarters, with their own management, financial resources, and product and/or service variations suited to the region served. These regional operations were also relatively independent of other regional operations, usually having little contact with them.
Towards the end of the Twentieth Century, a new business model started to emerge, the "globalized company." In the "globalized company," model, there is great mobility of capital, of resources of all types, and of people. What ever needs to be done will be done wherever it can be done competently, on time, and at the lowest cost. Flexibility and rapid response is the focus. Time and location are irrelevant. The globalized business is an interconnected whole operating twenty-four hours a day, seven days a week, fifty-two weeks a year without letup. Whether human managers are able to perform long term this way remains to be seen, of course.
It seems to me that a significant percentage of multi-office law firms are still operating in the so-called "colonial model" mode. There is a principal office and everything radiates out from that office and back to that office. If the experience of business is of any value to law firm models, this mode of operation is not going to lead to long term success.
If law firms follow the evolutionary process of business and make the transition to the "multinational company" model, there are many pitfalls in this model for law firms, especially in the regional independence of its various components, that must be considered. If a regional group has a great deal of independence from the firm's principal office and little contact with the firm's other regional operations, how long will it be before these regional operations seek complete independence or to join with another law firm that promises more? We are starting to see some of this now where large groups of lawyers, and even entire offices are changing firm affiliation. For example, last Friday's legal press was full of news about the Mexico City office and Latin practice of a well-known New York City firm jumping ship and joining with another well-known New York City law firm.
If law firms explore moving forward from the "multi-national model,' I think there are serious questions as to whether a law firm can adopt the "globalized company" model, because of the unique nature of the practice of law, which, after all, even though a service business, is also a licensed profession. There may be very cost effective resources in other jurisdictions that have time available, but, if none of the professionals at that location have the requisite licenses, can they deliver a suitable work product? Is it really possible to do high quality legal work of a specific nature in multiple locations throughout a law firm? Can a "global law firm" afford to have appropriately licensed professionals spread throughout its multiple offices across time zones so that there are competent professionals always available throughout the world who are able to work on specific projects that require their licensed skills?
The globalized company model no doubt works well for many businesses, because there are common products, common technology, shared knowhow, copyrights, trademarks, and brands, etc., that can be easily made available to regional operations under appropriate licensing agreements, technology transfer agreements, or otherwise. For most business products and non-licenced services, unlike with law firms, there are no restrictions on the persons who can be called upon to do the work required. Thus, any reasonably intelligent, competent person can do what is needed in the business environment without fear of violating ethical standards or engaging in the unauthorized practice of law.
Finding the best way to address the rapidly growing need to provide globalized clients with the legal services that these clients require is going to be one of the most significant challenges of the coming years. The large, integrated, global law firm is one way of addressing these needs. Another is a "best friends" approach. Legal networks are another way of filling the needs. Each of these methods has its own strengths and weaknesses. Hopefully, we can interest people in sharing there view on the strengths and weaknesses of these approaches and the viability of other approaches as well.
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