Global networks shield large law firms from economic downturns – at least, that’s the theory. Richard Lloyd wonders how it worked out in real life
Soon after Simon Davies took over as Linklaters’ managing partner at the end of 2007, he brought together a group of the firm’s partners for some scenario planning. Turbulence in the subprime mortgage sector had not yet grown into a global economic downturn, but Davies knew that the legal services market was already changing. “We had been striving to run ourselves as efficiently as possible to deliver clear value to our clients and avoid increasing rates,” he says. The purpose of the gathering was to run through some ‘what-ifs,’ determine how the firm would be affected, and consider how it would respond. Scenario three, the worst one under consideration, was the collapse of a major investment bank.
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