Stuck in the middle

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  • In 10 years' time the legal market will be radically more concentrated - and globalised - and all of these firms are likely to have been involved in multiple mergers by then.

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  • I love that Leyton Orient remark.
    I hear John Sitton is still driving a cab in London. Perhaps if the firms in question could hire him to be their CEO he would have them sorted out in a trice - and they could bring their lunch as well.

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  • What a load of rubbish.
    Good firms earning by any normal persons standards good profits - the partners most probably dont want to be in dead weights in US owned firms.
    The firms will survive as they provide a good personal service - that show they got into the top 100.
    Its the fashionable churn and burn firms that wont last as beyond greed they really have nothing to offer.
    Turnover is an irrelevance - its a profit dirven business.

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  • Trowers is in terminal decline. Their London base is not viable given its dependence on low-grade housing work, hence the outsourcing to Birmingham (next stop: Calcutta).
    The Dubai office is also crumbling due to its lack of specialism. Why would clients go there? For ageing drinking partners?

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  • Size isn't everything and merger may only serve to fracture and confuse. However the mid tier should still be able to prosper as their business model is different. The 'Big Boys' cost model may well frustrate moves into mid tier client work as many cannot do this without significant discounting. If anything the well structured/managed mid tier practice should be able compete very successfully and obtain panel appointments from major clients. They may not have the full range of skills but given the way panels operate today that is no barrier. When there is a clear £100 - £200 per hour pricing advantage the work flow could well reverse.

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  • Why doesnt anybody think strategies for reducing debt are important or worth discussing

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  • I dislike Dickinson Dees as much as anyone in Newcastle, but the numbers of its middle ranks who vent on here is a joke.
    Is there not one single person amongst the many disaffected solicitors there who is talented and confident enough to break away? If those at the top (the real talent, not bed-wetting yes-men who make up most of the partnership) were in the shoes of those perennial whingers, at least one of them would resign and start a firm of their own. That is why those at the top are those at the top and those who are whingers will either never make it to the top, or, with some luck, might become the next generation of bed-wetting partners they complain about now.

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  • Actually I'm pleased to see colleagues at Dickinson Dees venting on these pages. It's good to know I'm not alone in thinking something is going very wrong with my firm.
    Maybe it would be more courageous to leave. However I've nearly been here 10 years so would prefer to stay and see the nasty, selfish freeloaders who have damaged us be pushed out of the firm.

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  • Anon 2:03pm,
    They're called Directors. They have less say in running the firm than the janitor and they have shown how little ambition they have by accepting a role that formalises their inability to make partner. Of course they won't leave, they're not the type..

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  • A quick straw poll, how many of these firms will have been involved in mergers in 12 months.
    I reckon all of them. Prudence is a long term strategy. The acquisitive firms like that.

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