DLA Piper to managers: start billing or stop earning

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  • The other partners are going to love the management offering help on their matters and then having a stack of time dumped on their file by the management partner. You can see the time entry now "Client Relationship Management" or even better "Reviewing File/Matter".

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  • This has been happening for years already. Associates are perplexed by finding thousands of pounds of a partners time suddenly appearing on the clients potential bill when they know the partner has no familiarity with the matter. Having numerous co heads of this and that have made the problem much worse and their policy of location heads and group heads does not help either. The client is the one who suffers most and the hardworking fee earner suffers second.

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  • why did it take so long for them to get to this conclusion. They pay Knowles £1.8 million and Angel £2 million a year. What do they do that justifies this? And presumably once Knowles moves to co chairman, he wont take a pay cut...? So angel is still there, there is another co-chairman in the US (whereas Angel was chairman of both Us and UK) and Angel stays as Senior partner (not for peanuts we can be sure) and then Knowles. the Us co chair, the US CEO and the new UK CEO Levine...... dear god how much is all this infighting and politicking costing...... Of course the next level of managers needs to take a pay cut just to pay for the added level at the top and that is without considering whether they add anything real to the bottom line themselves!! Management at DLA has had a party for a very long time!!

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  • There is of course another argument here, that perhaps there are simply too many managers. Does the firm really need a Knowles, and an Angel, and endless Practice Group Heads, Sector Group Heads, Regional Heads, Department Heads... the list goes on and on. And each of them seems also to be 'supported' by their own dedicated Business Manager.

    What exactly do all these people actually do? Clearly no fee earning. But do they even do much useful, productive managing, given how invisible most of them are to those parts of the firm that are not in the UK.

    A firm that is endlessly moving the same pieces around the board. Much to the indifference of the workers I would think.

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  • @first two comments: rest assured firms with sophisticated management and profitability reporting like DLA will certainly not be looking at how many hours have been recorded, but at how much has been billed and collected. If the troops are fractious, they're also smart enough to know not to look at utilisation but at cash collected.

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  • When will the overheads cut back the overheads? Nice to see DLA's partners are forcing the issue. Surely the days of the managers with no clients, no fee earning responsibilities are numbered.
    Roll on the day when fat men are show the door.

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  • No Idea why this is a cause for so much argument and resentment, DLA Piper is a private firm, they can do whatever they want, as long as they are profitable, they can twist and turn the positions as they feel and see comfortable. Some of Senior partners or mid-level managers may not be direct fee earners, but a successful business requires a lot of strategy and development and these requires dedicated business oriented executives. I say DLA Piper might be just shuffling the management, or setting a new course to obtain better performance and sustainable growth...

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