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The way in which the governance of a law firm is structured, is in many aspects a predictor of a firm’s future success. Between law firms there are vast differences in the way the firm is managed.

Different law firms have different policies when it comes to the ideal profile of the managing partner. There are firms that favor partners who are at the end of their career, and those who favor young partners who still have a personal stake in the future of the firm.

“Out of all the time you spend on partner meetings, what percentage of the time do you discuss clients and market opportunities?”, I regularly ask partners. The typical response will be “close to zero”.

When I attended law school, laws and legal case law were still only available on paper. I remember receiving an envelope with a bundle of single pages that needed to be inserted and exchanged in my bundle of legislation on a monthly basis.

loomberg had interviewed Mikhail Murnikov a former banker at the non-resident unit of Danske Bank A/S in Estonia. He explains how the bonus system has led to wide spread money laundering

Recently I was asked by the managing partner of a well-known tier-1 law firm, what in my opinion was the number one reason why change processes are so hard to successfully accomplish in a law firm.

Time is not just a continuum or the patchwork of time-zones around the world. Time is also today the very lifeblood of the business of law. For the past five decades the legal industry has charged fees based (directly or indirectly) on the amount of time spent.

When you search Google for ‘weight loss programs’ you get 500 million results. Among them are famous diets like the Mayo Clinic Diet, Weight Watchers, Eat more Weigh Less, the Mediterranean Diet, the Atkins Diet, and dozens more methods that are supposed to lead to easy permanent weight loss.