Frontrunners emerge for Clyde & Co senior partner role

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  • The big question is whether the firm has outgrown Hassan. His excessive control was necessary when the firm was smaller but now it is the biggest brake on unleashing the energy in this firm. It is the classic 'dead hand' of management!

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  • It wouldn't surprise me if we see BLG reconstitute itself and spin off post-lock in, rising like a phoenix from the ashes. They are like fish out of water at Clydes. The brand still has its merits and wouldn't have the 'ABC' anchor weighing it down

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  • I hadn't realised the position Clydes were in until I asked around. It does seem as if the inbound SP will have a lot on his or her hands given the timing for the former Barlows partners possibly leaving (with their client following) and with the other business issues. It's a wonder anyone will stand for election at all.

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  • BLG break out must sound appealling to many just now particularly if they are getting the 'ABC' treatment from clients. Most would be better off at one of the other insurance firms with more charisma.

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  • I'm sure I'm not the only legal recruiter with a hamper full of Clydes' partners and lawyers looking to move - not just ex-BLGers. Far away from a happy place.

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  • Not the only one - me too. Admittedly some are harder to market than others because of the lock-in premium but these are sought after individuals ... and teams.

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  • Lesson from history - the decline of Rome was the natural and inevitable effect of immoderate greatness. Prosperity ripened the principle of decay; the causes of destruction multiplied with the extent of conquest; and as soon as time or accident had removed the artificial supports, the stupendous fabric yielded to the pressure of its own weight

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  • It will take some time for the tipping point to be reached though. Once the lock-ins have less than 12 months to expire, the internal structure and debt / pension gap won't be supportable.

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  • Ah ... at last a mind at work rather than an attitude! Rome declined because they gradually entrusted the role of defending the Empire to barbarian mercenaries who eventually turned on them. Law firm leaders, take note

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  • Barbarian mercenaries - now in which firm would we find those? Let's look through the blue window.

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  • The comparisons between firms and former empires is too attractive to ignore. What contributed to the fall of the Mongol Empire?

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  • Throughout history, all civilizations rise and fall and the decline is always prefaced by decadence. Where is any law firm on that curve? Any prospective senior partner, or merger partner, would do well to think that through very carefully. For the uninitiated, cultural decay, structural weakness and reliance on finance are the usual warning signs

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  • Clydes desperately needs to be be swallowed up by a much bigger international firm and lop off the low value/UK regional stuff. It was pursuing a highly successful international strategy. This would put it back on track to restore the ground lost by this ill-conceived merger. Herbert Smith is the obvious candidate given the litigation base of both firms. Clydes also desperately need a credible management team. It's now painfully clear that Payton's strength concealed the weakness of all those around him.

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  • Why is no one talking about David Bennett as SP? He is highly respected, and more to the point he is both trusted and liked by partners and associates!

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  • Clydes needs to merge, to sort out its idiosyncratic business lines and petty empires and its tolerance of behaviours which are frankly archaic and reminders of a world without securities legislation, accountability to clients or adherence to even the most basic compliance procedures. So much will happen once Payton departs, "Clydes Chambers" ends and Hasson becomes more directly accountable to the partners as a whole.

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  • In response to Borat, the end of most empires comes about through disunity. So having a clear and common purpose, with teamwork, strong leadership, and the right level of resources will be critical after Michael steps aside.

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  • Anonymous 10.52 - the last thing Clydes needs to do is merge again. On the Insurance side alone the firm looks like a total joke - some clients who use the Northern office must have had 5 Notices of Change in as many years. What they need is stability and to stay out of the legal press for a reasonable period of time. If you look at the main players CC, DLA, A&O, Slaughters - you either don't hear very much at all or only good news - not chaotic claptrap/arms flailing in the air all year long. They are going to implode and destroy themselves the way they are going about it - chill in 2013! Hands off the blogs … keep calm and carry on …

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  • Could be there won't be much choice in the matter come 2014/15 when the economy swings out of favour for Clydes and the post merger exits begin.

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  • Fair play to you for speaking out for the clients. So what exactly is in all of this merger fever for us? Not very much at all I'd say. Since when has 'big' ever meant 'quality' or 'service' for clients?

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  • According to published numbers, between 2009 and 2012 Clydes grew turnover by 50% whilst PEP declined by 7%. By any standards, that's some growth story! What's the point?

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