Addleshaws spreads wings with consultancy launch

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  • Unique all right!! How will they operate - Chinese walls? Can they really advise their direct competitors? And why would other partnerships come to Addleshaws for advice?

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  • Let me get this straight: the man who has just led AG to an 11% drop in revenue and a 31% drop in PEP is going to advise other firms on how to manage their businesses? You must be having a laugh!

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  • I would tend to agree with the first post. it is hard to see how a strategic advisory practice as part of the firm would work. Competitors are not going to share their best ideas with them as obviously they would then be implemented at Addleshaws. They are also NOT unique, there are several consultancies aimed at the legal market (including ourselves) - the difference being that we are independent of any particular firm and bring lots of experience from outside professional services too!

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  • Have to agree with all these posts so far. Can everything in the Addleshaw Goddard garden be so rosy that senior management has the time to be engaged in solving the problems of other firms? If I was an AG partner I would be asking some very hard questions about whether this was even a remotely good idea or not. I'd be wanting the MP to be sorting out the firm, not riding off to the rescue of others.

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  • Some of the earlier comments are a bit harsh. As I understood the article it was by no means just law firms that are to be targetted. Also Mark Jones has stepped down as MP after a very long and successful stint. He has steered Addleshaws through two successsful mergers and built up enormous experience of management and consultancy. It does not seem surprising that he might think he can turn those skills to more profitable use than his original litigation skills which I suspect are a little rusty after such a long time as MP. Good luck to him and his team and to those firms that turn to him for advice.

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  • The conflicts points made earlier highlight the problem of this reverse version of Garretts/Andersens (both, of course, RIP) . The giveaway is Jones' comment about a "gateway" for AG - at least he's being honest rather than the "Garretts are independent" rubbish that AA used to peddle.

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  • It is not just the conflict possibiliites which are troubling. Strategic consultancy is not the same as legal services. Lawyers and Accountants who think it is easy to advise their own and other professions on how to manage and plan have soon discovered the need for essential differences in approach and methodology. It has taken me some years to learn all this. Whilst your own firms experiences are useful, you cannot succeed by merely trying to apply similar recipes to everyone else.

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  • Take it from one who knows, (I'm a lawyer) lawyers are not businessmen. FACT. Peddling consultancy as freebies for clients is easy, selling it like here on the open market - fatally flawed. Good luck chaps.

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