Una reciente solicitud de propuesta (RFP) de una empresa a un despacho de abogados planteaba una pregunta aparentemente sencilla: ¿cómo incentiva el modelo de compensación la colaboración dentro del despacho y cómo se traduce esto en un mejor servicio al cliente y rentabilidad para el despacho? En realidad, la pregunta abre una grieta en el centro del modelo tradicional de firma. Los clientes esperan equipos integrados, pero muchos despachos siguen organizándose y compensando

In a strategy discussion with partners of an elite European law firm, one asked how many assistants Leonardo da Vinci had. I didn’t know. He explained that da Vinci worked with a team of around 20, focusing himself only on what that mattered most: painting the face and the hands. He had taken the same approach in his own career. The question, he said, was how technology would change this and who would do the rest. We were discussing the increasing standardisation of legal wor

Lexington has been quoted by Law.com in coverage examining the decline in partner promotions in Spain within international law firms. Read full article in Law.com here (subscribers only) Spain has fallen out of favour in international law firm partner promotions this year, with around half of the firms that have announced so far promoting fewer people there. Across 11 firms that have announced their annual promotions round for 2026, six promoted no people in Spain, while no f

As part of the Lexington Insights: All About Clients series, Mari Cruz Taboada and Katie Dignan, return to a familiar frustration for law firm leaders: business development continues to underperform despite growing investment, larger teams and increasingly sophisticated tools.

Lexington´s Moray McLaren was a speaker at the launch of The Future of the Indian Law Firm: Structure, Market, and Reform , hosted by the Vidhi Centre for Legal Policy in New Delhi. His full comments are available here At the launch event, senior participants noted that the profession’s current structure may constrain growth at a moment when India has significant geopolitical and economic momentum. The opportunity for Indian firms is substantial. Many have built impressive

Lexington has been quoted by Law.com in coverage examining the proposed transatlantic combination between Ashurst and Perkins Coie Read full article in Law.com here (subscribers only) The proposed merger would create a three-continent firm spanning the U.S., UK and Australia, with approximately $2.7bn in revenue and 3,000 lawyers across 23 countries. The departure of some Perkins Coie partners has already sparked a debate over the joint opportunity. In the article, Moray Mc

As part of the Lexington Insights: All About Clients series, Mari Cruz Taboada and Katie Dignan, return to a familiar frustration for law firm leaders: business development continues to underperform despite growing investment, larger teams and increasingly sophisticated tools.

Stephen Revell and Moray McLaren, explore a question that law firm leaders return to time and again: What is the perfect partner remuneration system?

Lexington Consultants contributes in the Latin Lawyer research on year-end partner promotions in Latin America which fell by 33%.

Following the capture of Venezuelan President Nicolás Maduro on 3 January, Latin Lawyer reports on the sudden shift in the country’s business environment, with Moray McLaren commenting on the implications for local and regional law firms. Read full article in Latin Lawyer here (subscribers only)

Mari Cruz Taboada comments on the results of LACCA´s latest Diversity & Inclusion survey

Moray McLaren moderated a senior leadership panel at the Sandpiper Partners Global Law Firm Leaders event in London, bringing together managing partners and firm leaders to discuss the strategic, governance and leadership challenges facing international law firms.

Many law firms invest significant time defining values around collaboration, teamwork, and shared ownership. Yet those same firms often struggle to see the behaviours they want emerge in practice. The reason is rarely a lack of intent. It is structural.

Do tougher partner expectations help firms perform at their best – like elite teams in sport – or quietly undermine the culture that makes high performance possible, asks Moray McLaren