The news of the K&L Gates / Middletons merger, which looks a lot like the acquisition of Middletons by K&L Gates, got us thinking about the value of law firms. It’s quite apropos given that Middletons is based in Australia, home of the world’s first publicly traded law firm.
As we mentioned in yesterday’s Morning Docket, the American Lawyer recently set out to determine the world’s most valuable law firms. How did Am Law go about doing this, and which leading law firms sit atop their rankings?
History is littered with examples of Aussies sticking it to the Brits: from early convict rebellions to the time Rupert Murdoch bought our favourite tabloid newspaper, The Sun, and had a photo of a topless woman placed on its inside page each day — a tradition that continues to this day (semi-NSFW link).
Last week they were at it again when Australian law firm Slater & Gordon used some of the millions generated from its 2007 public listing — the first ever for a law firm — to snap up the large British personal injury firm Russell Jones & Walker (RJW), in an unprecedented £54m ($85 million) cash and shares deal. Once again, the people of the U.K. were left shaking their heads.
Of course, we should have seen it coming. British lawyers have been talking about the deregulatory provisions of the U.K. Legal Services Act (LSA) for years now. And it’s not as if we haven’t been watching the rapid growth of Slater & Gordon — where turnover, staff numbers and office locations have nearly tripled since the firm responded to Australia’s enactment of a similar law by going public — with eyebrow-raised interest from afar.
For some reason, though, we failed to put the two together….
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.
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.
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