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.

Harvard Law School has published new research by Moray McLaren exploring recent trends in partner profit sharing, remuneration and rewards. The survey of 106 law firms, finds a continuing shift away from traditional Eat What You Kill and Lockstep approaches. Four priorities were highlighted: Gaining a better definition of partner contribution with an increasing adoption of non-financial performance indicators Introducing clearer guard rails within tighter performance bands Pr

Lexington Leadership Circles Lexington hosted three Leadership Circles at the IBA Annual Conference 2023 in Paris. A series of...

El clásico experimento de Solomon Asch sobre el conformismo individual frente a la opinión de grupo, es una excelente manera de comprender la dinámica de muchos de los bufetes de abogados. ( Extracto artículo de Opinión en Expansión Jurídico. Autora: Mari Cruz Taboada) Recientemente escuchaba un interesante podcast sobre el trabajo del psicólogo Solomon Asch donde, con sus experimentos, demuestra que las personas devalúan y rechazan a quienes no se ajustan a sus juicios de va

As the end of the year approaches, we wanted to share with you the preliminary conclusions from the research Lexington is undertaking with the IBA’s Law Firm Management Committee on recent trends within law firm ownership and remuneration. What should law firm leaders be doing? Looking back, the priorities listed by the 200 law firm leaders participating in the 2020 survey reflect the challenges of the time. Watch more below. Needless to say, your input is very important. Alt