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The Solicitors Regulation Authority's recent extension of whistleblower protections to law firm employees helps close the long-standing gap between professional and ethical obligations, but it does not fully resolve the cultural and structural barriers to reporting legal industry misconduct, says Georgia Learoyd at Howard Kennedy.
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Jonathan Herbst, Norton Rose's global head of financial services, discusses the importance of encouraging a team as a whole, how increasingly complex regulation means that deals come down to managing risk across multiple regimes, and why incremental short-term goals are just as important as longer-term plans.
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Andy Moody, head of Baker McKenzie's London disputes team, discusses the traits that he prioritizes as a leader, the unique challenges of international arbitration cases, and how global political and economic disruption is likely to generate more litigation and arbitration.
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Victoria Pigott, chair of Mishcon Private at Mishcon de Reya, discusses the challenges of lengthy multijurisdictional matters, how artificial intelligence helps lawyers deliver better outcomes for clients, and why curiosity is an essential skill for those joining the legal profession.
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As artificial intelligence implementation is causing clients' expectations of outside counsel to shift toward greater risk control and more transparent value, successful law firm transformation and the preservation of professional trust will require governance, training and accountability, says John Hutchinson at Broadfield.
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Sinéad Lester, Broadfield's head of commercial litigation, discusses how important it is for a leader to support their team in meeting deadlines, the challenges of not receiving instructions from a client in good time, and how the reforms to witness evidence continue to reshape how lawyers prepare cases.
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Miriam Bruce, Mayer Brown's head of business protection, discusses how being promoted on the eve of the pandemic was a baptism of fire in leadership, the challenges of multidimensional disputes, and why lawyers should invest in relationships, not just technical knowledge.
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The Bar Standards Board’s new guidance on the use of artificial intelligence in legal practice, following two recent cases highlighting risks of misuse, sends a clear message to law firm leadership that firms’ operational processes and the conduct of those who supervise now sit within the regulatory frame, says Marcella Rich at Williams Lea.
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While the nonequity partner model may offer law firms' management flexibility and be a genuine stepping stone for lawyers in some organizations, at others the tier functions more as an extended holding pattern whose uncertainty can cause frustration for ambitious lawyers, say Filippo Falchi and Portia White at Major Lindsey.
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David Berman, Covington's head of EMEA financial services, discusses how he perceived a gap in the market for practical financial regulatory advice, the challenges of advising Egypt on its new banking law, and how firms that neglect artificial intelligence governance do so at their peril.
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The recent High Court ruling in Aabar Holdings v. Glencore PLC confirms that legal privilege can extend to intraclient communications, materially improving the position of companies that design investigations carefully, define legal channels properly and maintain discipline in their internal communications, says Nicolas Groffman at Harligan.
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Studying Italian and Japanese has shown me that learning a new language can benefit a legal career in several ways, including by demonstrating the importance of approaching problems from a fresh perspective and the value of practicing patience with colleagues and clients, says Anna King at Genworth Financial.
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Andrew Barton, head of the insurance team at Macfarlanes, discusses the challenges of conducting a transaction under Indian foreign direct investment rules, why the Draft Insurable Interest Bill should be followed through, and how the defined benefit pensions risk transfer space has become the fastest growing insurance market in the world.
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Sarah Wigington, head of CRS' U.K. corporate team, discusses the challenges of conducting a joint venture with numerous moving parts that had to land at precisely the same moment, how simplification of corporate reporting and disclosure obligations would help midmarket businesses, and why ESG factors are now a threshold issue.
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The U.K. offers 14 years' worth of data on private equity's involvement in the legal market, demonstrating for U.S. firms what worked, what didn’t and why, and illustrating several lessons about operational readiness, cultural fit and timing, says Tom Lenfestey at The Law Practice Exchange.