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Bigger. Better. Both?

  • 30 April, 2013

    Succession: mergers are minefields

    . Accounting. beatonbenchmarks. Consulting engineering. Engineering. Law. Management consulting. Mergers & Acquisitions. Other professional services. Strategy

    Professional service firms often become ‘succession stuck’. They do too little, too late for an orderly internal transition of ownership. As a result they either reach for a trade sale or seek a merger. Mergers can work well when managed well. Or mergers can destroy shareholder value.

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  • 12 April, 2013

    Charmed Circle and the luxury goods market

    . Law. Strategy

    In responding to Eric Chin’s analysis of the Charmed Circle law firms let me start by considering a retail analogy. What’s happened in the luxury goods market… Luxury stores and brands such as Tiffany and Hermes are subject to economic ups and downs but I have seen no evidence of fundamental changes in the buying behaviour of […]

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  • 9 April, 2013

    The Charmed Circle of BigLaw firms in the USA

    . Law. Mergers & Acquisitions. Strategy

    We reviewed London’s Magic Circle of BigLaw firms in a post last month; this month we take a close look at the Charmed Circle law firms in the USA. Members of both circles are elite, some would say stratospheric, law firms. It has been nearly a decade since The Economist examined the different strategies adopted […]

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  • 6 April, 2013

    Can law firms adopt disruptive innovation?

    . Law. Strategy

    “Here’s the thing: disruptive innovation is not coming to the law. At least, not quickly.” wrote Sam Glover last week. Whereas in June last year I wrote “In light of the grim Innovator’s Dilemma picture summarised here, can law firms hope to succeed?” Both of us are analysts of the question: Can law firms adopt […]

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