Alfred P. Sloan, Jr., famed chairman of General Motors in its heyday, has been attributed with saying the following at a top committee meeting:
“Gentlemen, I take it we are all in complete agreement on the decision here.” Everyone around the table nodded in assent.
“Then I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.”
If you are like many other young lawyers of today, you likely came up through an education system that encouraged teamwork and consensus building in which everyone’s opinion and input were valuable. Warm, encouraging environments that allowed students to discover who they are and develop their own meaning behind their education. Their minds, not something to discipline and develop, but rather soft sponges to hopefully absorb information through osmosis. That there wasn’t really a wrong answer, what mattered was how did you feel about the problem. Which is nice if you care about the feelings of children, but next to worthless in the practice of law…
I have spent this past week at our international software licensing council meeting. I have met many of our licensing experts from around the country and around the globe. Unfortunately, the meeting always takes place on one of our campuses 15 minutes from my home. It would be great if we could move the meeting to Canada or Latin America some years, but for now, I am home. And I am watching the last of the late spring snow melt off of my daughter’s snowman.
While a lot of the terms and technology discussed at the meetings soared far above my head, it has been fascinating to meet with people who are integral to the creation and drafting of our software licenses. On its face, our business sells manufactured products. Inherent in those products, however, are thousands of hard and soft components necessary to make the products run.
Technology has always been a core piece of our business. I have discussed before numerous areas where we have been at the forefront of particular technology advancement. Some technology remained salient to our core business, and some fell by the wayside, only to be successfully utilized by other companies. But meeting with folks who actually create some of the ingredients in our product stew opened my eyes to a world that for me, has thus far existed under the radar….
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: [email protected].
Since late last year, things have been booming in Hong Kong / China in cap markets, especially Hong Kong IPOs. M&A deal flow has recently been getting a bit stronger as well. Although one can’t predict such things with any certainty, all signs are pointing to a banner entire 2014 for the top end US corporate and cap markets practices in Hong Kong / China. This is not really new news, as its been the feeling most in the market have had for a few months now and things continue to look good.
The head of our Asia practice, Evan Jowers, has been in Hong Kong for about 10 days a month (with trips every other month to both Shanghai and Bejing) for the past 7 months, and spending most of his time there meeting with senior US hiring partners at just about all the major US and UK firms there, as well as prospective candidates at all associate levels and partner levels, and when in the US, Evan works Asia hours and is regularly on the phone with such persons, as our the other members of our Asia team. Our Yuliya Vinokurova is in Hong Kong every other month and Robert is there about 5 times a year as well. While we have a solid Asia team of recruiters, Evan Jowers will spend at least some time with all of our candidates for Asia position. We have had long standing relationships, and good friendships in some cases, with hiring partners and other senior US partners in Asia for 8 years now.
The evolution of relationships between the genders continues. Currently, in law firms, there is an interesting conundrum; balancing the desire for a gender-blind workplace where “the best lawyer gets the work and advances” and the reality of navigating the complicated maze created by the fact that, in general, men and women do possess differences in their work styles. These variations impact who they work with, how they work, how they build professional connections and how organizations ultimately leverage, reward and recognize the talents of all.
Henry Ford sat on his workbench and sighed. A year earlier, he had personally built 13,000 Model Ts with his own hands. Fashioning lugnuts and tie rods by hand, Ford was loath to ask for help. Sure, there were things about the car that he didn’t quite understand. This explains the lack of reliable navigation systems in the Model T. But Ford persevered because he knew that unless he did everything, he could not reliably call these cars his own.
“Unless my own personal toil is responsible for it, it may as well be called a Hyundai,” Ford remarked at the time.
The preceding may sound unfamiliar because it is categorically untrue. And also monumentally stupid. Henry Ford didn’t build all those cars by hand. He had help and plenty of it. Almost exactly one hundred years ago, Henry Ford opened up the most technologically advanced assembly line the world had ever seen. Built on the premise that work can be chopped up into digestible pieces and completed by many men better than one, the line ushered in an age of unparalleled productivity.
Today, an attorney refers business because he can’t do everything the client asks of him.
There are three reasons why this is way dumber than a made-up Henry Ford story…