Marketing & Business Development

How collaboration and contra can pay off for smart law firms

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR)] January 13, 2020

A modern twist on contra deals, whereby knowledge-sharing and assisting other law firms becomes the norm, is a viable way for businesses to improve their bottom line and enhance innovation, writes Catherine Brooks. I recently went to my local hairdresser and begged her to fit me in for a last-minute appointment as I managed to […]

Creating the conscious law firm: What traditional law firms can learn from the conscious capitalism movement

[Australasian Law Management Journal,General Management,Marketing & Business Development,Strategy & Leadership] January 7, 2020

In the first part of a three-part series, Dr Christian Duperouzel examines the notion of conscious capitalism and explains why law firms need to integrate principles of conscious capitalism into their workings if they are to succeed in the new economy. This article will explore the ways in which the emerging conscious capitalism movement can […]

Q&A: Brendan Bateman – “I can tell you that our sustainability commitment is seen as a strategic part of the firm’s vision.”

[Australasian Law Management Journal,General Management,Marketing & Business Development,Strategy & Leadership,Uncategorized] December 26, 2019

In this Q&A, Brendan Bateman, co-chair of the Australian Legal Sector Alliance (AusLSA) and partner in the Environment & Planning Group at Clayton Utz, explains how law firms can start their sustainability journey; what issues are on the radar; and why business travel remains a headache for environmentally conscious law firms. You have a key […]

Lawyerless law – is that what this new decade holds?

[Australasian Law Management Journal,General Management,Marketing & Business Development,Strategy & Leadership,Technology] December 19, 2019

The rise and rise of technology companies such as Amazon, Uber and Airbnb has conditioned people to getting fast, efficient service with minimal human interaction – and law firms cannot ignore such trends if they hope to stay relevant in the future, writes Trish Carroll. Do you remember the high drama associated with ringing in […]

Mastering the art of conversation a must for good leaders

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] November 27, 2019

Engaging in quality conversations with team members can improve the performance of staff and the profitability of the firm, but remember that the types of conversations you have can vary dramatically depending on the particular person and their experience, writes Keegan Luiters. The scope of responsibility of leaders in law firms generally includes (and exceeds) […]

Latest news – Profit-growth fears for law firms; Small firms dream big on tech; In-house ethical conundrum

[Australasian Law Management Journal,Finance & Accounting,General Management,Marketing & Business Development,Strategy & Leadership,Uncategorized] November 18, 2019

Fall in business confidence hits profit-growth hopes The profit-growth expectations of Australian law firms have fallen, according to the 2019 CommBank Legal Market Pulse report. In its November report, CommBank notes that business confidence has dropped from its 2018 peak and, as part of their response, law firms are making a continued push into non-legal […]

Q&A: John Nerurker – “The better the quality of your people, the better placed the firm will be to respond to any form of disruption”

[Australasian Law Management Journal,Finance & Accounting,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership] November 14, 2019

In the second installment of a two-part Q&A, Mills Oakley CEO John Nerurker explains his belief that national firms have an edge over multinational counterparts; why being the cheapest firm does not necessarily represent value for clients; and how his firm’s model outperforms a lockstep model.   Mills Oakley has a national presence only at […]

Q&A: John Nerurker: “We don’t want to create an environment where partners are competing against each other in an ‘eat what you kill’ environment”

[Australasian Law Management Journal,Finance & Accounting,General Management,Marketing & Business Development,Strategy & Leadership,Uncategorized] November 6, 2019

In the first installment of a two-part Q&A, Mills Oakley CEO John Nerurker explains how a distinctive, collaborative approach has underpinned his firm’s transformation into one of Australia’s largest law firms. He also explains why transparency and fairness are the rationale behind the firm’s mantra of ‘rewards follow performance.’ Mills Oakley has been in business […]

It’s time to talk – re-personalizing law firm culture

[Australasian Law Management Journal,General Management,Marketing & Business Development,People Management(HR),Strategy & Leadership]

Rather than focusing on how to eject under-performing partners from a firm, the onus on true leaders is to ascertain why the partners are struggling and how to rectify the situation, writes Jordan Furlong. I was contacted the other day by someone who had run into a challenge while drafting a partnership agreement for their […]

Q&A: Simon Marmot: “Make your (marketing) story a human one, rather than a corporate one”

[Australasian Law Management Journal,General Management,Marketing & Business Development,Strategy & Leadership,Technology] September 29, 2019

In our Q&A, Simon Marmot, strategy director at design and digital marketing agency Marmot Inc. Marketing, explains why law firms need to consider implementing a digital marketing strategy; the secret to content creation; and how to avoid wasting money on campaigns. Some law firms seem to be wary of marketing generally, and digital marketing especially. […]