The second edition of this book coordinated by Rebecca Normand-Hochman explores the various elements of what law firms can do to "manage talent" in the most effective ways as well as to overcome the challenges that firms often encounter in their efforts. Topics covered include setting the foundations of a successful talent management strategy, new approaches to managing performance, leading lawyers through change, effective teamwork and collaboration, cultural intelligence and how to develop innovative mindsets for future challenges.   

The second edition of this practical title in Globe Law and Business’s series on the business of law offers up new ways to think about strategy and how to explore it in the context of a partnership. It aims to help partners understand what they can – and what they should not – do to chart the course of their firm most effectively, and covers current topics such as digitalisation and client acquisition and retention. 

This fourth edition of the leading work on joint operating agreements (JOAs) provides a practical examination of the provisions of a typical JOA, with a particular focus on the critical issues of scope, the operator’s role, joint and exclusive operations, default, transfers and decommissioning. There is also practical analysis of the key issues which apply to the operation of any JOA and the positions which are taken in the leading industry model form contracts. The perspectives of the operator and non-operator are addressed, along with consideration of the domestic and international standards applicable to petroleum projects.

Examining the impact and effects of the COVID-19 pandemic on legal personnel, and the strategies law firm leaders need to consider and adopt to thrive in the new legal ecosystem that will follow.

Business Thinking in Practice for In-house Counsel: Taking Your Seat at the Table takes a practical look at key concepts from influential business theory and illustrates how these are applicable to managing or working in an in-house legal department.

Topics covered include purpose, culture, talent and innovation, all of which intersect to provide the structure and framework for legal teams to create a competitive edge. Each chapter features an interview and case study with a general counsel and/or legal team to demonstrate how business concepts can be used in-house most effectively.

This comprehensive handbook, featuring contributions by leading private client advisers, includes chapters on choosing a country of residence, buying substantial properties, risk and reputation management and provides the essential requirements of wealth infrastructure, the philanthropic framework and the future of global investing. Edited by Barbara Hauser, Editor of The International Family Offices Journal and the latest edition of Family Offices: The STEP Handbook for Advisers, this handbook will provide essential reading for all private client advisers, wherever they are based.

Regulation, compliance and ethics are the three common features of all well-run law firms. This second edition has been updated to reflect the replacement of the SRA Handbook with the new regulatory toolkit, the SRA Standards and Regulations, in order to help lawyers acknowledge and develop strategies to accommodate risk management, regulatory and legal compliance and ethical values in their business.

This book is split into two parts - the first deals with the immediate effects of the COVID-19 pandemic in 2020 and the ways in which is immediately transformed - and is continuing to innovate - the delivery of legal services.

A one-of-a-kind prescriptive look at the benefits, importance, and the value that cost estimate strategies bring to individual matters, the overall client law firm relationship, and the legal service delivery model. 

Consultants who prowl the corridors of Midsize law firms have been offering gloomy advice for years. “Merge, grow, or die,” they say, as though there are only three alternatives for any business in this market that wishes to prepare for the future. The gloom has sharpened since the Great Recession.  Some pundits are now predicting that by 2035—in roughly 15 years—more than half of the traditional law firms in the Midsize market will no longer exist. Despite such pronouncements, however, the Midsize segment had its best year in a decade in 2018. 

That one good year notwithstanding, many Midsize firms are feeling the pressure. While Big Law firms crow about their commitment to innovation, most Midsize firms are still trying to figure out where they fit in the new legal landscape that is taking shape. Some have embraced the “merge, grow, or die” dictum, and are busy trying to expand in some manner. Many others are still studying the problem and taking the first tentative steps—appointing committees, for example, or designating partners to lead their efforts. The key descriptor for much of this activity seems to be innovation—hence, we see the multiplication of innovation committees, innovation partners, innovation initiatives, etc.