Now another top law school — a top, top law school, one that sends many of its graduates into clerkships — has joined Georgetown in departing from the Plan. And the school’s dean has offered a full-throated defense of the decision to diverge.
Which school are we talking about? And is its argument persuasive?
An endeavor that will undoubtedly net him a boatload of philanthropic money.
But we can’t leave the Stanford story without pausing to ask: “Why now? And why Hewlett?” Perhaps the afore-speculated boatload of cash has something to do with it. But surely Kramer was going to have a soft landing made entirely of green linen waiting for him whenever he decided to leave.
With Stanford Law just rising to #2 in the U.S. News law school rankings, some in the SLS community thought this would be a time for Kramer to savor his success, not leave the school he has helped build up….
He is leaving his position in order to become president of the Hewlett Foundation, a grant-making organization focused on social and environmental problems. According to his statement to the Stanford Law community, Kramer does plan to continue teaching at the school.
I’m sure we will be hearing a lot more about this in the next few days. For the time being, check out Dean Kramer’s statement, after the jump.
I think we’ve all been waiting for this. Last Wednesday, we picked up a report from the Stanford Daily announcing that students at Stanford Law School would be looking at a 5.75% tuition hike for the 2011 – 2012 academic year. That’s significantly larger than the 3.5% tuition hike for the rest of the university.
Given that most Stanford Law students found out the school was jacking up tuition from the Stanford Daily or Above the Law, I’m not surprised to see a school-wide apology from Stanford Law Dean Larry Kramer. And given the fact that the best reason thus far given for Stanford’s tuition hike reduces to “because we can,” I’m also not surprised to see Dean Kramer working hard to spin the story differently.
Do you find him convincing? Read his email and tell us what you think…
Late last month, we posed a question: Can Stanford overtake Harvard and Yale and become the #1 law school? We consulted our Magic 8 Ball, which gave this answer: “Outlook Not So Good.”
And it’s not just the Magic 8 Ball. Professor Bill Henderson, one of the leading academics studying the legal profession, constructed a simulation model of the U.S. News rankings. He used this model to figure out what Stanford Law School would have to do to top the list.
For starters, it would need to get its hands on at least $350 million dollars….
Hello, West Coast readers! How’s it hangin’ out there past the Rockies? Here at Above the Law, we try to overcome any suggestion of East Coast bias by consistently publishing a post later in the day for our readers in the Pacific time zone. And we try to be generally aware of West Coast firms and schools.
We’ve even heard of Stanford Law School. It’s like the Harvard of the West, right? We hear it’s wonderful. It’s not Yale, but hey, neither is the Harvard of the East (a.k.a. Harvard).
Stanford Law School Dean Larry Kramer wants that to change. He’s already pushed through grade reform, so now Stanford copies Yale’s grading methods. (Berkeley kids, just be quiet. Nobody wants to hear about how everybody copied it from you.)
But apparently grade reform was just step one of Kramer’s grand plan to oust Yale from its position as the nation’s best law school…
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: firstname.lastname@example.org.
We currently have a very exciting and rare type of in-house opening in China at one of the world’s leading internet and social media companies. Our client is looking for an IP Transactional / TMT / Licensing attorney with 2 to 6 years experience. The new hire will be based in Shenzhen or Shanghai. Mandarin is not required (deal documentation will be in English) but is preferred. A solid reason to be in China and a commitment to that market is required of course. This new hire will likely be US qualified (but could also be qualified in UK or other jurisdictions) and with experience and training at a top law firm’s IP transactional / TMT practice and could be currently at a law firm or in-house. Qualified candidates currently Asia based, Europe based or US based will be considered. The new hire’s supervisors in this technology transactions in-house team are very well regarded US trained IP transactional lawyers, with substantial experience at Silicon Valley firms. The culture and atmosphere in this in-house group and the company in general is entrepreneurial, team oriented, and the work is cutting edge, even for a cutting edge industry. The upside of being in an important strategic in-house position in this fast growing and world leading internet company is of the “sky is the limit” variety. Its a very exciting place to be in China for a rising IP transactional lawyer in our opinion, for many reasons beyond the basic info we can share here in this ad / post. This is a special A+ opportunity.
If your firm is in ‘go’ mode when it comes to recruiting lateral partners with loyal clients, then take this quiz to see how well you measure up. Keep track of your ‘yes’ and ‘no’ responses.
1. Does your firm have a clearly defined strategy of practice groups that are priorities of growth for your office? Nothing gets done by random chance, but with a clear vision for the future. Identify the top practice areas for which you wish to add lateral partners. Seek input from practice group leaders and get specifics on needs, outcomes, and ideal target profiles.
2. In addition to clarifying your firm’s growth strategy, are you still open to the hire of a partner outside of your plan? I’ve made several placements that fit this category. The partner’s practice was not within the strategic growth plan of my client, but once the two parties started talking with each other, we all saw how it could indeed be a seamless fit. Be open to “Opportunistic Hires.” You never know where your next producing partner might come from, so you have to be open to it. I will be the first to admit that there is a quirky element of randomness in recruiting.
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