Rely on the most comprehensive, up-to-date legal content designed and curated by lawyers for lawyers
Work faster and smarter to improve your drafting productivity without increasing risk
Accelerate the creation and use of high quality and trusted legal documents and forms
Streamline how you manage your legal business with proven tools and processes
Manage risk and compliance in your organisation to reduce your risk profile
Stay up to date and informed with insights from our trusted experts, news and information sources
Access the best content in the industry, effortlessly — confident that your news is trustworthy and up to date.
With over 30 practice areas, we have all bases covered. Find out how we can help
Our trusted tax intelligence solutions, highly-regarded exam training and education materials help guide and tutor Tax professionals
Regulatory, business information and analytics solutions that help professionals make better decisions
A leading provider of software platforms for professional services firms
In-depth analysis, commentary and practical information to help you protect your business
LexisNexis Blogs shed light on topics affecting the legal profession and the issues you're facing
Legal professionals trust us to help navigate change. Find out how we help ensure they exceed expectations
Lex Chat is a LexisNexis current affairs podcast sharing insights on topics for the legal profession
Discuss the latest legal developments, ask questions, and share best practice with other LexisPSL subscribers
By Nick Jarrett-Kerr
The traditional large law firm model has often been likened by its detractors to a Ponzi Scheme – a giant pyramid structure in which those at the top of the pile benefit unfairly from the hard work of the junior lawyers who are building up from the bottom.
Ponzi Schemes of course are fraudulent, and whilst the description therefore unfairly applies to law firms, there are elements of truth in it. The polite and more correct description for the large law firm business model has included the word “leverage”. At the start of their careers, junior lawyers have traditionally worked their fingers to the bone in the hope that their efforts will be rewarded in future years and that one day they in turn will benefit from the endeavours of lawyers more junior than them.
This model relies on three essential features, all of which are under challenge now. The first is that the model can only work if law firms grow at a sufficient rate to allow career progression and for the leverage structure to be rebuilt under each promoted partner as he or she moves up the pyramid. Hence a firm with a leverage ratio of five lawyers for every partner essentially needs to continue to grow at the rate of five lawyers for every young lawyer that it adds to its partner complement. This means that a firm growing from ten partners (and 50 non-partner lawyers) to 20 partners will therefore need to become a 120 lawyer firm in order to preserve its leverage structure and, thereby, its profitability. This worked well until the early part of this century when we saw a huge growth in partner numbers, but this growth trend has now been rever
Free trials are only available to individuals based in the UK
* denotes a required field
**excludes LexisPSL Practice Compliance, Practice Management and Risk and Compliance. To discuss trialling these LexisPSL services please email customer service via our online form. Free trials are only available to individuals based in the UK. We may terminate this trial at any time or decide not to give a trial, for any reason. Trial includes one question to LexisAsk during the length of the trial. See our full terms here.
Access this article and thousands of others like it free by subscribing to our blog.
Read full article
Already a subscriber? Login
Nick Jarrett-Kerr LL.B is a member of Edge International, a leading
global consultancy to law firms. He is one of the leading UK and
international advisers to professional service and law firms world-wide
on issues of strategy and all important business issues facing firms
He is a regular writer and speaker on management and leadership
topics. Prior to becoming a consultant, Nick (who is a solicitor by
training) was for eight years the Chief Executive Partner of UK Law Firm
Bevan Ashfordduring a period of enormous growth starting in the depths
of the 1989-1992 recession.
In the last few years, he has consulted to firms in more than twenty different countries on four different continents
Nick is the author of two books – Law Firm Strategy – After the Legal Services Act( 2009; Law Society Publishing) and the recent best-selling Special Report Tackling Partner Underperformance in Law Firms (2011Ark
Group).Nick has a regular monthly column in Managing Partner magazine,
covering issues that are top of the mind for professional service firm
leaders. Nick is alsoVisiting Professor at Nottingham Trent University
where he leads the strategy modules for the Nottingham Law School MBA
Unit 2Westway FarmBishop SuttonBristol BS39 5XPUnited Kingdom
Mobile: +44 7768921166Phone: +44 1275 331519Email: email@example.com
0330 161 1234