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Is your firm building for the future by investing now in the next generation?
Peter Scott and Phil Gott explore the ways that law firms should be building for the future by investing now in the next generation.
Legal Hub - Nov 2007
Financial Performance
Are Your Partners Prepared To Be Managed?
Legal Hub - Oct 2007
Financial performance
Are your partners measuring up?
FD Legal - Oct 2007
Farming Talent
People development is an effective tool in increasing a firm’s productivity. But it is not about spending more money on developing staff, but channelling funds thoughtfully.
Law Gazette - Aug 2007
A land of opportunities
The Legal Services Bill will create a land of opportunities for firms brave enough to take advantage.
FD Legal - Jan 2007
Cash management: put the squeeze on your business
Cash management, to accelerate cash flow and reduce debt and partner investment, is fundamental to developing a law firm.
FD Legal - Nov 2006
Shaping up for growth
Some firms are more than eager to welcome non-lawyer investment, but may be lacking the business structures that would make them an ideal candidate. Peter Scott reveals what investors are looking for.
Law Gazette - Oct 2006
Cold winds of change
Are your firm’s organisational structures in shape to meet the challenges ahead, asks Peter Scott and Brigid Sutcliffe
Managing For Success - Oct 2006
Taking control of the finances
Managing the financial well-being of a law firm tends to be not so much about figures, but more about managing people to get the best out of them.
Managing Partner - Jun 2006
Facing up to partner problems
Performance issues can cause instability, financial loss and stress and may often result in other good staff leaving.
Law Gazette - Jun 2006
The government’s White Paper on the future of legal services
The government’s White Paper on the future of legal services has just been published and Managing Risk asked several alumni in the legal sector to offer some thoughts on how this affects the future of law firms.
Managing Risk - Dec 2005
How firms can change gears to make the most of ABSs
Peter Scott argues that consolidation is the key if solicitors are to offer serious competition to non-lawyers.
Law Gazette - Nov 2005
Choose your king wisely
Managing partner elections are now the usual way of selecting the head of a firm, but are they the best?
Legal Week - Sep 2004
Managing for succession
Succession is high on the agenda for many firms facing the retirement of partners who have been driving forces in the business. Proper planning well in advance is key to developing strategies for managing the process, so that those approaching retirement are prepared for the change and can bow out leaving their firms in a healthy state, capable of facing the future with confidence.
Managing For Success - Jul 2004
The power of two
Partnerships are not just about individuals. The bigger picture is partnerships between law firms. Peter Scott assesses why so many of these alliances fail.
The Lawyer - May 2004
Double Trouble At The Top
If Senior Partners and Managing Partners can work together effectively then they can do a great deal to drive a firm forwards. However, the absence of clearly defined roles and a spirit of co-operation can cause serious problems. How should this issue
be approached? Peter Scott suggests an effective model to make the most of the pairing.
Managing For Success (The Law Society) - Jan 2004
Altered images
The national model has served many law firms well over the last few decades, but can non London-based firms realistically make the leap in perception necessary to establish themselves in the City?
Legal Week - Oct 2003
Hitting the target
Pushing through any merger between two law firms is hard enough, but when transatlantic mergers are undertaken the problems are increased tenfold, due mostly to a lack of foresight by management.
Legal Week - Aug 2003
For the good of the company
As the collapse of Andersen demonstrated, LLP status can be a vital safety net for even the most stable professional services firm. But limiting professional liability is not the only reason why law firm managers should find taking LLP an attractive prospect.
Legal Week - Jun 2003
Dealing with complacency
Some firms have done better than others in the downturn.
The Law Society Gazette - Feb 2003
What price is a good leader?
Law firms everywhere are experiencing change, which for the most part is being forced upon them by the market. Clients expect value-added services and better value for money, and, as a result, the competition just gets tougher.
ManagingPartner - Jan 2003
Follow The Leader
An effective leadership is indispensable in any firm, but what qualities does this require? For consultant Peter Scott, a clarity of thought and vision is essential, and so is the capacity to earn the respect of the partners. An inspiring and inclusive approach is the key to making things happen.
Managing For Success (The Law Society) - Jan 2003
Bank on partners
In straitened times, cash collection by law firms becomes critical for long term future growth. Partners need to be trained to pursue fees more actively.
Legal Week - Dec 2002
Adapt to survive
Partners who do not perform to the required standard can be coached to employ new working practices, but if they still show no signs of improving their productivity, it may well be time to show them the exit.
Legal Week - Oct 2002
Reputation is all
Law firms are in big trouble if their reputations become tarnished. So how can you keep your good name? Two experts offer some pointers.
Legal Business - Oct 2002
Sacrifice your sacred cows
Many firms can't or won't face up to underperforming partners, unprofitable business or out-of-date processes. But avoiding such issues will be damgaing in the long run, says Peter Scott
Estates Gazette - Oct 2002
Breaking up is hard to do
Under-contributing partners can prove to be a burden on a firm if they are not dealt with at the right time and in the right way. There are procedures that should be followed, but it will never be an easy process.
Legal Week - Aug 2002
Opinion
Is your management in control of the knowledge relating to the risk areas in your firm? And is it taking effective steps to manage those risks? Given recent events in the professional world, the answer for many firms is likely to be no.
The Lawyer - Jul 2002
Managing the Risks when Sacking Your Law Firm
In today's difficult economic climate, with corporate margins under pressure, clients (and in-house counsel in particular) muast be more and more performance and value-driven.
Of Counsel - Jun 2002
Law firms at the crossroads
With difficult decisions to be made, Peter Scott advises smaller practices to face up to problems now and set realistic goals for future success The solicitors' profession is segregated into many different types and sizes of firms.
The Law Society Gazette - May 2002
Act now or pay later
With at least one firm announcing an additional burden of £2.5m following the Budget, the race is on to find ways to make savings should the economy not pick up. Louis Baker and Peter Scott look at the options for those faced with the need to maintain margins
Legal Week - May 2002
Making heavenly matches
With mounting economic uncertainty management are once more turning their attention to mergers as the best way to secure their firms’ future. But, argues Peter Scott, a veteran of three successful mergers, it is not a decision to be taken lightly.
Legal Week - Mar 2002
Opinion
If law firms really do need to develop their businesses internationally in order to meet their clients' needs, then the starting point should be to examine those needs to find ways to better service them. That way they will be adding value and building competitive advantage for themselves.
The Lawyer - Jan 2002
Older partners can still manage
Older partners can still manage Firms that throw partners on the scrapheap once they reach the age of 50 are missing out on a wealth of experience.
The Law Society Gazette - Dec 2001
No room for dead wood
With the economic downturn showing no signs of lifting, Peter Scott says that some tough decisions will need to be made about partners who do not pull their weight.
Legal Week - Oct 2001
Survival of the fittest
Under-performing partners can spell danger for law firms, especially in times of economic downturn. Peter Scott looks at what’s involved and suggests ways to resolve the problems before it’s too late.
Managing For Success (The Law Society) - Sep 2001
No place like home
Firms should concentrate on developing their domestic practices instead of indulging in European empire building.
Legal Week - Aug 2001
Do you have a lazy partner?
Almost every firm in the country has a partner who is not performing - but their colleagues are failing to take them to task.
The Law Society Gazette - Jul 2001
What are you worth?
‘So why do we need you?’ is a question to send a shiver down the spines of many in-house lawyers.
Legal Director - Jun 2001
Take the risk?
Risk is an inherent part of a solicitor's everyday business, but there are procedures that can be put in place to keep your liability safely out of harm's reach.
The Lawyer - Jun 2001
Strategies for success
The love affair between US law firms and London shows no sign of abating. The issue for US law firms that are newcomers to the UK market is how they position themselves. It is critical to whether they succeed.
Legal Week - Jun 2001
Leaders must have slimline tonic
With firms ensnared in the salary war, Peter Scott calls for decisive leadership to keep quality staff and to tackle underperforming partners.
The Law Society Gazette - Apr 2001
Opinion
A revolution was set in motion on 6 April 2001 when the Limited Liability Partnership (LLP) Act 2000 came into force, but it had very little to do with the limited liability issues in which the legislation has its origins.
The Lawyer - Apr 2001
Time to face up to the web
Managing partners need to develop more effective e-business strategies, Peter Scott argues, otherwise their clients may go elsewhere.
Legal Week - Mar 2001
Killing the golden goose
Firms should think about removing unproductive partners and tightening up financial controls now, while times are good, argues Peter Scott As law firms are reporting all-time record profits, more ominous clouds are gathering.
The Law Society Gazette - Jan 2001
Preventing another riot
Peter Scott reviews the findings of Eversheds’ poll into views about the City riot and discovers that most people would want the police to have a firmer response if a repeat were to occur.
Legal Week - Aug 1999
Client Relationships: Carving out a clean break
Peter Scott, management consultant at Howarth Consulting, offers tips on how to terminate the relationship effectively with your law firm. Serious damage can be done to the business if it is not handled properly.
Legal Week - Jul 2008
In-House Practice Exposed!
Tips on Getting to the Top of the In-house Heap.
Of Counsel - Jul 2008
Recruitment: How to get to the top as an in-house lawyer
Peter Scott charts the course for success as an in-house corporate lawyer.
Legal Week - Jul 2008
Edited
by Peter Scott