An article reviewing modern forms of international law firm alliance and the strategic challenges that such associations face

It is difficult and in some cases impossible to anticipate extreme or asymmetrical events, but the risk of ethical disasters and rogue partners can be reduced by robust systems. In many cases, law firms cannot forecast natural disasters, countries facing sudden political or economic catastrophe, or clients suddenly going out of business. Nick shows how Law firms can reduce their exposure in the case of “accidents waiting to happen” through the building of robust systems, a dedication to the improvement of quality, the reinforcement of a positive and transparent culture and through consistent and watchful leadership..

There is an old saying which goes “If you always do what you have always done, you will always get what you always got”. Until the recession, this worked for most firms who managed to grow and remain profitable on the back of well tried and tested business recipes and relying on a loyal client base. Now client loyalties are strained and competition is growing. This article makes the case for doing something different, something deliberate and planned in the firm’s strategy and business recipe.

Nick’s now famous Diamond Positioning Matrix sets out nine different generic types of market position, is also divided vertically into five segments of client demand. The description of each generic type and its unique features helps to understand where firms might stand and how firms can develop their strategic choices.

Survival in tough times requires law firms to rethink how they develop their strategies and implement consistent working practices.  This article suggests seven ways in which firms can develop a one-firm approach and bring to bear consistent methodologies and processes to client matters.

A firm’s intangible assets can be defined as its ‘intellectual capital’ – its resources and capabilities made up of its human capital, its relational capital (which includes clients, brands and networks) and its structural capital (which includes its processes, working methodologies and culture). This article explores how the effective application of the firm’s intellectual capital can confer sustainable competitive advantage for a firm if harnessed and organised correctly