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

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%.

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

India’s legal landscape is undergoing an institutional shift as top law firms move away from individualistic "eat-what-you-kill" compensation. Moray McLaren is quoted on how Indian law firms are rethinking profit-sharing.

The results of Latin Lawyer’s inaugural Law Firm Support Function survey reveal that law firms prefer to keep accounting and finance services in-house, but outfits are less unanimous in their strategy towards how much staff and budget the department needs. Read on to benchmark your firm and learn what consultants advise.  

As law firm partnerships head into another remuneration season, Moray McLaren reflects on why disputes about pay are rarely really about money, and what partner reviews reveal about trust, judgment, and governance inside the firm

As legal power shifts from London to New York, Europe’s law‑firm elite is being rewritten

In the first of seven episodes on Culture and Performance, Jan Thornbury and Moray McLaren discuss how culture is the foundation that underpins how organisations actually work and perform. Using Edgar Schein’s well-known model, culture is explained as a system with three connected layers: Beliefs and assumptions at the core – what the firm really believes is the “right” way to do things (often described as values). Behaviours and norms – the everyday actions that those belief

At 2025 Leadership Circle hosted in Toronto, a selected group of over 100 law firm leaders explored how law firm can navigate today’s inflection point — where technology, talent, and trust intersect

This is the introduction to a three-part series by Moray McLaren, Professor at the LawAhead Centre on the Legal Profession, IE Law School, and consultant with Lexington Partners, on the two-tier partnership system many law firms are now employing

Partner Performance. As law firms get more sophisticated in evaluating lawyers and partners, there is a growing frustration amongst leadership about underperformers (in particular senior associates or junior partners) as they are the future of the firm.

The challenge for law firms is to take these seven levers, reflect on them, and implement changes that drive sustainable profitability. Although profitability is a key concern across all businesses, it can be particularly complex in law firms where factors such as recording hours, pricing models, partner compensation structures, and operational efficiency require careful strategy and ongoing management. The following Podcast series, led by Lexington's Katie Dignan and Paul Br

Reviewing and adapting the remuneration model in law firm partnerships is a highly sensitive issue.

The success criteria for law firms have typically been internal not external and heavily weighted towards financial factors such as...

Es un factor clave para los despachos, pero el problema está en que actualmente no todos lo miden, ni tienen un modelo claro para analizarlo. Moray McLaren y Mari Cruz Taboada comentan en el reportaje del diario El Confidencial ( España). Click on the image to read the full article.

In this podcast recording,   Zulon Begum , Partner at CM Murray and leading international law firm management consultant,  Moray McLaren  Partner at Lexington Consultants, discuss new research by the IBA’s Law Firm Management Committee (LFMC) which explores recent trends in partner profit sharing, remuneration and reward. Key discussion points from this podcast recording: Is there such a thing as a ‘perfect partner’ and how do you define them? Gaining a better definition of p

As part of Lexington Leadership Circle series of events with law firm Managing Partners and legal service delivery leaders in London, the team of Consultants - Moray McLaren, Stuart Hopper, Stephen Revell, Tony King, Paul Browne and Mari Cruz Taboada hosted a session on the impact of AI on legal services- We can´t predict but we can prepare.