Barclays: work together to keep panel place

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  • Keep dancing Monkeys!

    When will GC's stop this absurd and destructive panel bashing?

    "The bank is asking firms to collaborate and submit shared letters of engagement, single bills and single relationship partners to lead the group." Multiple firms: one budget = happy harmonious lawyers - oh no, wait that's not true at all...

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  • How will this be done...for example who does what, when, where & how are shared timelines achieved? How is work handed between firms, what systems are used and how is quality, oversight, costs & billing managed? Legal business improvement & process mapping isn't the only answer but it's a good start.

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  • "Single relationship partners to lead the group"! Being a relationship partner partner within your own firm is politically tough enough (it typically becomes a bun fight around personal kudos, billings and pay), lord knows then how this is supposed to work across completely different firms. Obviously not Barclays problem but the politics will be fascinating.

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  • What a gigantic waste of time. This approach screams inefficiencies, duplication, conflicts and interface issues. Some GCs have really forgotten how lawyering works -- when you actually do the work.

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  • And whilst we are at it, can we please ask Tesco , Sainsburys, Asda and Waitrose to stop trying to sell us all our groceries? We like Waitrose fresh food, but Asda sell the cheapest loo roll. Why can't Waitrose simply subcontract the loo roll supply to Asda? When , oh when, will supermarkets understand that we just want the best of everything at the cheapest price and without having to make any effort actually looking for it. You'd think you were competitors out to make some money in this business and not there just to serve our needs!!

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  • Is Barclays by any chance aware of the concept of competition law?

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  • How is this any different, though, from de facto practices of the excessively silo-ed large law firms? Any quote involves extensive negotiation with fellow partners. The delivery challenge for the matter partner is immense. Think of a large corporate job, but with small and straightforward real estate/ employment issues. How to get the juniors in the support teams engaged, supervised, free to devote time for a matter which is worth hardly anything in cash terms to their line manager? Which attracts no kudos within the support department because it is merely support work not "proper" property work or employment work. This matter partner role is not work which requires a legal qualification (to pick up from another story) but it is tremendously time consuming and soul destroying. Better to be able to blame some blighter in another firm than one's own colleagues, surely.

    And I have been relationship lead for a client who wanted the panel to work collaboratively. We played nicely when the panel was shiny and new. Tensions arose as panel review time approached....

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  • To anonymous @ 1:07pm, quite right too, suggest you ignore any of the developments in economic or management science of the past 250 years. The concept of comparative advantage - urrgh - filthy idea, why specialise? Unbundling and re-assembly - ludicrous concepts. I mean apart from being fundamental bases of global capitalism, what good did they ever do for us?

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  • I'd like to think that Quinn Emanuel Urquhart & Sullivan Limited Liability Partnership derive their zeal for suing banks from reading guff like this. Wish more law firms would do the same.

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