Misys chief of staff and ex-GC: what you can learn from the Big Four

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  • This article is based on the false premise that because the big four are bigger in revenue terms they must be doing something better. But given that their PEP levels are generally lower than the magic circle, whatever they're doing so well obviously isn't making them more money...

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  • Dead ringer for Antony Julius

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  • Incredibly accurate. The Big Four, are light years ahead on every level when compared to law firms, including PEP. Wahington Irving, I think you are mistake in your belief. Moreover the Big Four, don't draw and distribute all their profits, like any proper business income is retained year on year, thus creating good will and capital value in the business, which is sessential if they ever want to float,.. think Goldman Sachs. Who would want to buy shares in a law firm, on the current model, hence investors and PE houses have typicall shied away from this model.

    Bankers laughrd when the Big Four comited resource to M&A, as did management and strategy consultants, and tax lawyers, etc , and look what happened then, they have been a resounding success. Lawyers you have been warned the same will happen to your slice of the pie, when the Big four upscale their legal offering following the grant of an ABS, you have been warned, change , (quickly) or wither away!

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  • Misys has a poor reputation with its customer. Perhaps he should look at his own business before lecturing others.

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  • Hey, I'm very happy to go and speak to your CFO. But my guess is that he won't make time for a meeting.

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  • Mark did you have an early lunch? Your spelling is horrendous! That said I totally share the sentiments of your comment. The Big Four are way ahead in every aspect

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  • Ex Big Four, I did actually, coupled with my annoyance at law firms in thinking they are superior to the big four! I am a Lawyer! by the way.

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  • Tom,

    Thanks for sharing your insight, I enjoyed the article. Being ex Big Four myself in business development I thought it worth sharing some of the ways we work to engage with our clients at Addleshaw Goddard and to respond to your statement, "If there’s a law firm with a systematic development programme for prospective general counsel, I’m yet to hear of it."

    Our Value Dynamics study uncovers some of the challenges faced by in-house teams, General Counsel and Heads of Legal. The study lead to an evolving resource of tools and practical steps for those taking on the leadership of a modern day in-house legal team. The toolkit helps us engage with clients around the four key challenges identified (Value, Talent, Performance, Structural) and deliver of a wide range of bespoke development programmes developed for in-house teams.

    http://www.addleshawgoddard.com/cdc/view.asp?content_id=7436&parent_id=13

    Talent was a recurring theme in our Value Dynamics study. Many expressed concern about their capabilities to continue to develop (in the broadest sense) and retain their top talent, or to build succession within their in-house function. In response, we created Future Leaders, a cross-sector leadership programme targeted at the very best 'high-potential' in-house legal talent drawn from across our most important client relationships.

    To this end, we'd love to meet with you to discuss our approach to client engagement and the importance we place on that here at AG. I will try and contact you during the course of this week to see if we can make that happen.

    Geoff Palmer

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  • Great article - food for thought. I'm an investigations lawyer. There is a host of non-law services we could be offering to clients.

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