PROGRAMME/AGENDA

 

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9.00-20.30 Includes Breakfast, Buffet Lunch, Coffee and Tea Breaks, Reception and Dinner

9.00 Continental Breakfast and Registration

 10.00 – 13.00
 State of the Market: Staying Ahead of the Challenges
a. Leadership: Firms with clients on both sides of the Atlantic will provide insights into the major forces reshaping the market and
    how to respond including reviewing strategy, organizational structure and business models.

b. Strategic Vision: The Landscape is Changing Rapidly. Leaders of these firms describe the strategy and emphasis they expect to

    pursue. What are their top priorities over the next twelve months and what adjustments will they make from past plans? What
    leadership skills are valued the most? How to infuse leadership at every level of the partnership?

c. The “New Normal” Business Model: There is pressure from clients to deliver quality legal services at a lower price; and pressure

    from the partnership to maintain the level of profitability and to make investments. What you should do now to develop, implement
    and monitor new plans.
 
Moderator: Mark Jones, Partner; Leader, Professional Practices Consultancy, Addleshaw Goddard LLP
Wim Dejonghe, Worldwide Managing Partner, Allen & Overy LLP
Charles W. Douglas, Chairman, Management Committee, Sidley Austin LLP
Neville Eisenberg, Managing Partner, Berwin Leighton Paisner LLP
Steven J. Gartner, Co-Chairman, Willkie Farr & Gallagher LLP
Brad S. Karp, Chairman, Paul, Weiss, Rifkind, Wharton & Garrison LLP
Guy Morton, Joint Senior Partner, Freshfields Bruckhaus Deringer LLP
Earle Yaffa, Managing Director, Skadden, Arps, Slate, Meagher & Flom LLP
 
 

13.15 - 16.00
 The Clients Speak: What comprises the ideal relationship between a client and firm today?

Three chief legal officers share their expectations on what outside counsel need to do to get their assignments. Each has specific requirements. What pleases, and irks, inside counsel? Understanding the dynamics of the relationship between firm and client.

Moderator: Shahzad Bashir, Vice President, Legal Consulting and Southwest Region, Huron Consulting Group
Bert Cornelison, Executive Vice President and General Counsel, Halliburton
Craig Glidden, Chief Legal Officer and Executive Vice President, LyondellBasell Industries
Richard S. Rosenthal, Managing Director; Co-General Counsel, EMEA, Morgan Stanley & Co., International plc

 Reprise: Firm Leaders Respond. How they “value” client services and define an “ideal” client relationship.

This discussion will include how to establish an appropriate fee and staff a matter, plus how to define all the elements of what a client considers quality service.

Monica Burch, Chairman, Addleshaw Goddard
Larry Byrne, Co-Managing Partner, U.S., Co-Head of U.S. Practice, Linklaters
Jo Aitken, Director, Acritas
 


 16.15 – 17.15
 Is Your Pricing Right?

It is critical that your firm today have a well developed and clearly defined pricing strategy to meet the challenge of clients seeking to save on legal costs and improve efficiency while maintaining high quality. Managing and assuring the profitability of client engagements is now one of the highest priorities on both sides of the Atlantic. An internationally renowned consultant from Australia explores how firms can transform their pricing processes to meet the challenges of the new market.
 

This session will explore:

  • Contemporary pricing theory and the implications for pricing legal services
  • How to analyze your firm’s pricing performance
  • How to combat the commoditization of legal services
  • What it takes for firms to justify their price position
  • How to develop your firm’s pricing capabilities
  • Strategies for better managing pricing within your firm
  • Practical ways to improve pricing outcomes


Colin Jasper, Director, Jasper Consulting, Melbourne, Australia

 

 

17.30 Networking Reception and Dinner

Dinner Programme

In the last twelve months the economic world has gone topsy-turvy.  With crises in Europe triggered by Greece, and U.S. markets becoming unsettled again, as well as rising concerns over China and some bright spots in emerging South American markets, the economic situation is fragile and complex.  How do law firms sort all this out as they move forward with global clients and into new markets?

 

Karen Ward, Senior Global Economist, HSBC Holdings plc

 

Ward The World in 3D: Debt, Deflation and Decoupling Presentation


 
8.30 – 14.00 Includes Breakfast, Coffee and Lunch
 
8.30 – 9:00 Breakfast
  

9.00 – 11.30

 

9.00-10.00

Strategic Leadership in Mergers: Responding to Market Changes
a. Strategic and business rationale for mergers

b. Finding the right merger partner -- business fit, cultural fit, financial fit

c. Making it happen -- stages leading to completion and key challenges for firms

d. Integration Challenges

e. Opportunities and challenges for the merged firm: leadership and vision

 

Moderator: David Harris, Co-CEO, Hogan Lovells International LLP

Steven H. Davis, Chairman, Dewey & LeBoeuf LLP
Sir Nigel Knowles, Joint CEO and Managing Partner, DLA Piper

 

Harris Strategic Leadership in Mergers Presentation

 

10.00-10.15 Break

 

10.15-11.15

Outsourcing of Legal Services, Administrative Functions, Insourcing and Co-Sourcing

a. What is the right mix? What mix do clients want? (LPOs and BPOs)

 

Moderator: Laurence Milsted, Finance Director, Freshfields Bruckhaus Deringer LLP

P. Douglas Benson, Former Chief Operating Officer, Orrick, Herrington & Sutcliffe LLP
J. Gregory Dolan, Chief Operating Officer, White & Case LLP
Patrick Fogarty, National Vice President, Business Development, Williams Lea
Scott Green, Executive Director, WilmerHale
Patrick Hurley, Senior Director, Client Services, UK/EMEA, Elite, A Thomson Reuters Business, London

 

11.15-12.45 Including Lunch

Revenue Enhancement Strategies: Groups/Teams and Lateral Hiring

Leaders describe:
a. Realigning practices to bolster revenues from different sectors and industries

b. Revamping their approaches to laterals and group acquisitions in recognition of their importance to firm growth. At the same time,

    new attention is being paid to the business case for laterals including evaluation, compensation shifts, due diligence, accountability

    and integration.

c. Strategic hiring; meshing laterals/groups with winning client business and satisfaction


 Moderator: Neville Eisenberg, Managing Partner, Berwin Leighton Paisner LLP

Steven H. Davis, Chairman, Dewey & LeBoeuf LLP
Mark Dawkins, Managing Partner, Simmons & Simmons
David Harris, Co-CEO, Hogan Lovells International LLP

Lynnsey McCall, Office Managing Partner, Major, Lindsey & Africa

Eugene Tillman, Member, Executive Committee, Reed Smith LLP
12.45 - 14.00

 The New Priorities for Financial Leaders

An in-depth look at productivity and cost-saving measures that need to be a continuing part of law firm operations. Is there a business case for radical change in structure or functions? Case studies: Managing headcount growth strategically including leverage and firm business models is a key ingredient in the fragile economy today;  Managing space needs, the different calculation of space, do space needs align with the “new” normal? As business shifts to east and south should your footprint shift too?

 

Introduction: Stu Gooderham, Sales Director, Redwood Analytics, a LexisNexis Company

 

Moderator: David Gaulin, Partner, PricewaterhouseCoopers LLP

J. Gregory Dolan, Chief Operating Officer, White & Case LLP
David Duckhouse, Chief Financial Officer, Reed Smith LLP
Tom Doughty, International Director, Jones Lang LaSalle

Peter Hickman, Chief Financial Officer, Linklaters LLP
Laurence Milsted, Finance Director, Freshfields Bruckhaus Deringer LLP

Rodney F. Page, Managing Partner, Washington, DC and London Offices, Bryan Cave LLP

 

Doughty Office Market Leverage for Law Firms Presentation