building tomorrow

18
BUILDING TOMORROW A perspective of a legal Firm… & Challenges

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Page 1: BUILDING  TOMORROW

BUILDING TOMORROW

A perspective of a legal Firm…& Challenges

Page 2: BUILDING  TOMORROW

Legal Expertise

Why Demand for Legal

Expertise?

Literal Hiring and

Talent Mangemen

t

Resourcing Alternative

s

Technology

Page 3: BUILDING  TOMORROW

WHY? Legal

ExpertiseThe good lawyer is not the

man who has an eye to every side and angle of

contingency, and qualifies all his qualifications, but who throws himself on

your part so heartily, that he can get you out of a

scrape.

Page 4: BUILDING  TOMORROW

The importance of the legal

profession in India is to grow

the Legal Expertise as an

effective tool to solve the most

serious issues of the corporate

sector and to give a velocity to

the smooth running of Giant

Corporate towards global trade

and capital flows .

Legal Expertise works towards the challenges confronting the general problems of the legal sector in INDIA. And has demonstrated its resilience and ability to withstand adverse business conditions, and emerge stronger for the challenges presented by that experience.

At the same time, it can take great pride in the significant position s of legal profession and occupies a better position on the global stage. Firms these days have continued to build their businesses and networks into the major Legal Market s.

Page 5: BUILDING  TOMORROW

law firms need to be relentless in their pursuit of margin management which is constantly under threat from both revenue and expense pressures.

The Law Society study shows that law firms in India are winning an increasing share of a growing global market, bolstered by a strong international reputation and a highly qualified and professional workforce. With strategic international expansion and regulatory changes permitting increased external investment, some firms are well placed to win an even larger share of this growth.

Demand for legal services

Page 6: BUILDING  TOMORROW

Perfect solution to most complicated issues…Demand for Legal

Service

Page 7: BUILDING  TOMORROW

Another factor that is progressively changing the law firm model and driving profitability is law firms’ increased reliance on paralegals. These ‘non-solicitor-lawyers’ are doing more work, and increasingly will do more of what solicitors formerly undertook themselves. They generally cost less than solicitors, and billing rates suggest an attractive margin from this feeearner population while delivering lower costs to clients.

Fortunately, the demand for legal services is still evident – and well-established traditional law firms will continue to be the beneficiaries. However, competition for the work available remains intense and therefore domestic growth shared uniformly across the market is not expected.

Demand for legal services

Page 8: BUILDING  TOMORROW

Making Law Firm Stronger from within…Literal Hiring & talent

Management

Page 9: BUILDING  TOMORROW

Many law firms have staked a lot of their financial success on lateral hires, hoping that they will bring value to the firm within just a few months. As a result, there is an increased and heavy demand for them, though less activity than in recent years.

In reality, it can take 18-24 months before lateral moves begin to deliver successful results measured in terms of generating a positive cash flow.

Lateral hiring and talent management

Page 10: BUILDING  TOMORROW

The emerging Models….Legal Structure of a

Law Firm

Page 11: BUILDING  TOMORROW

Legal structure of law firms and the emerging models

If there were no bad people, there would be no good lawyers…

A Judge is found guilty when the criminal is acquitted…

There are several different operating models that law firms can choose from if they wish to expand, grow their market share, and increase their areas of practice and expertise, both at home and overseas.

Clients with international needs simply want consistency of service and expertise; agreed pricing; more accountability and control of how they are engaging the service; and transparency about the level of partner involvement

Page 12: BUILDING  TOMORROW

Onshore & Off shore Opportunities…Resourcing Alternatives

Page 13: BUILDING  TOMORROW

Resourcing alternatives – LPO and on-/off-shoring opportunities

Law without force is impotent…

Where the Law is uncertain, there is no law…

Without doubt, legal process outsourcing (LPO) and other non-legal business processes delivered through a variety of structures such as on-shoring and off-shoring are set to continue to grow over the next few years.

In a survey, 100% of respondents said that they expected the level of their firm’s utilisation of LPO services to either stay the same or increase within the next 12 months, while 97% said that the level of back-office outsourcing would stay the same or increase.

Page 14: BUILDING  TOMORROW

Alternative business structures

In Law, nothing is certain but the expense…

The trouble with law is lawyers…

While alternative business structures (ABS) have only been active in the legal services market for the past couple of years, there are already some indicators that high-street solicitors’ practices and small law firms are beginning to feel their impact.

However, ABS are not limited in the services that they can offer to the public. Consequently, while these new entrants may presently be happy to ‘test the water’ providing relatively simple legal services at the lower end of the market, they can expand their service offering and tap into other profitable areas should they wish to in future. This seems a logical evolution, and certain participants in the ABS market have aspirations to build into the mid-tier market where they can service larger clients.

Page 15: BUILDING  TOMORROW

The Most Effective Tool…Technology

Page 16: BUILDING  TOMORROW

Technology

The Law is reason free from passion

Where the law ends, tyranny begins

The legal services sector regards IT as an invaluable tool to win business. In the recent RBS survey, over 82% of respondents said that they regard IT as a source of competitive advantage, and half (50%) said that they are planning for a major technology upgrade in 2014.

But while firms are prepared to invest in technology to support the business, they need to have a clear strategy about what they want to achieve as a result – since the benefits can take years to materialize. Although upgrading IT systems will help reduce costs and speed up processes in the long term, the potential benefits could be diluted if the firm’s underlying business model leaves profit margins at their current low levels. Also, a full roll-out of new systems or software can be an expensive and time-consuming process, particularly if a firm expects to perform

Page 17: BUILDING  TOMORROW

Conclusion

The legal profession and the business of law will never be the same . This should not be viewed as a cause for concern, but rather a recognition that the legal market is presently moving more quickly than ever in its history. It represents a wonderful opportunity for the legal profession to prosper and excel both Nationaly and Internationally…

However, I am convinced that the legal profession in India will continue to lead the world for its innovation and creativity, thereby retaining a preeminent position as a leader in the global market for legal services.

Page 18: BUILDING  TOMORROW

AdvocateB.A. (Laws), LL.BLL.M

Presented By:Manmeet

Two things

awe me

most..

Starry sky

above me

and the

moral Law

within

me…