Editor’s foreword

Welcome to this spring issue of Managing Partner. Writing from Ark’s head office in the UK, there is always a discernible change in mood at this time of year, as the first warm days of the summer improve everybody’s sense of well-being and optimism for the future.

Lighter, brighter days, however, cannot mask the darker side of our modern working culture, where hours are often long and technology enables us all to work 24/7. Most recently, an IP associate at UK magic-circle firm Freshfields fell to his death at London’s Tate Modern art gallery. This tragic death has not been treated as suspicious, but it has once again raised serious concerns about the pressures facing young lawyers as they compete to climb the ladder in the most prestigious City firms.

Similarly in the US, the billable hour remains a fierce judge of working character, quickly differentiating between those who can meet tough targets through working ever longer hours and those that believe that work/life balance is more important. Wachtell, Lipton, Rosen & Katz LLP was profiled in an early issue of Managing Partner US edition (August 2006). With a daunting billable-hours target of around 2,500 hours a year, many could be forgiven for failing at the first hurdle, but on the contrary, the attorneys are quoted praising the interesting and challenging work that is so “cerebrally satisfying”.

For the carefully chosen recruit who has the right ambitions and commitment, such a job has the excitement and rewards to go with the pressure. But I wonder if there’s a number of people in such firms, even if only a very small minority, that are easily forgotten in this atmosphere of adrenaline and ambition. In such targeted environments, there is surely little room or patience for those who are struggling? Indeed, in those firms where it might be perceived that failure isn’t an option, it must be easier for the vulnerable few to be overlooked. Whether this was the case with the associate at Freshfields may never be known, but it is the kind of tragedy that should be a wake-up call for all firms currently addressing lifestyle issues or work/life balance.

Elsewhere in this issue, Thomas Berman of Berman & Associates assesses the evolving role of the managing partner. With so many changes in the legal profession over the past decade, firms should be thinking carefully about the responsibilities of the managing partner, especially if firms are to continue to grow in a competitive market. In addition, there are some important updates on the e-discovery amendments to the Federal Rules of Civil Procedure and freelance writer Joanne Goodman examines internal-communication challenges in the legal profession.

As ever, I hope you enjoy this issue but please do not hesitate to contact me should you have any queries or comments on this or any future issue of the magazine.

Caroline Poynton
Editor

Features

New routes to knowledge This article is for subscribers only
Approaches to knowledge management in law firms are changing, but they still need to be better aligned with overall business objectives. Progressive firms are exploring more innovative forums for knowledge exchange, as well as bringing lawyers and business support areas closer together. By Joanna Goodman

Inside the mind of KM measurement This article is for subscribers only
The thinking behind methods of KM and knowledge-performance management practiced at international firm Latham & Watkins LLP. By Marcus Willamowski

Pitch perfect This article is for subscribers only
When it comes to pitching and panel reviews most firms will have clear processes in place, which business-development teams will refer to before, during and after meeting with prospective and existing clients. However, it is often the ‘soft’ skills and personal attributes of business-development individuals that can add real value to the mix, and such skills are nurtured at international firm Baker & McKenzie LLP. By Jamie Wallis

Common communication challenges This article is for subscribers only
Law firms worldwide are facing common internal communication challenges. Freelance writer Joanna Goodman talks to international consultant Paul Sanchez about how to identify and overcome some of the main barriers.

Well-informed and well-armed This article is for subscribers only
Practical implications of the e-discovery amendments to the Federal Rules of Civil Procedure. By Chris Janak

Hanging tough: Professional-liability claims and the managing partner This article is for subscribers only
The practice of law has changed significantly over the past 20 years and with it should also change often ingrained perceptions of the role of the managing partner. Re-thinking the position and its responsibilities could best enable a firm’s growth. It could also help firms avoid costly professional-liability claims. By Thomas Berman

Regulars

Thought leader This article is for subscribers only
By Karen Battersby, course director, know-how management, Nottingham Law School, UK