Zeughauser Group's 2021 Pocket Guide to the American Lawyer Rankings of the Am Law 200 by Profits Per Equity Partner and by Value Per Lawyer; The A-List; The Global 100; The Global 200; The China 50; The Asia 50; and The Corporate Scorecard.

If you would like a hard copy of the 2021 ZGuide, please send an email to zgadmin@consultzg.com with "2021 ZGuide Request" in the subject line and provide your mailing address.

While remote work has leveled the playing field for many up-and-coming young attorneys based outside major hubs, New York remains a hotspot for BigLaw partner and counsel promotions, largely driven by a recent boom in corporate work.  Paul Pearlman notes that a wave of newly minted New York partners is symptomatic of strong economic growth in the practice areas that are most prominent in the Big Apple, like finance, mergers and acquisitions, and capital markets transactions.  In reality, most firms, particularly firms in New York, have thrived during the pandemic, and for a lot of firms, one of the main keys to their success is the strength of their New York office.

There has been healthy chatter about the 2021 law firm merger market since last spring, when law firm leaders shuddered at the thought of what damage the COVID-19 crisis might inflict on BigLaw finances. Peter Zeughauser analyzes the BigLaw merger market in 2021 and senses that it seems poised for a return to normal. Indeed, by the end of January, it may feel like a snapback. By the end of 2021, last year's dip in the law firm merger market will be an anomaly, for a number of reasons.

Zeughauser Group's 2020 Pocket Guide to the American Lawyer Rankings of the Am Law 200 by Profits Per Equity Partner and by Value Per Lawyer; The A-List; The Global 100; The Global 200; The China 45; The Asia 50; and The Corporate Scorecard.

You can download the ZGuide here.

If you would like a hard copy of the 2020 ZGuide, please send an email to zgadmin@consultzg.com with "2020 ZGuide Request" in the subject line and provide your mailing address.

Mergers are everywhere. While mega-mergers grab headlines, many recent law firm combinations have been between 5- to 25-lawyer firms. And with more than 100 combinations taking place annually, they are occurring more frequently than marketers assume.  Mary K Young discusses reasons for the increase in merger activity and the need to maintain a focus on clients as a priority for firms during any merger process.

Three decades of data reveal common threads from Finley Kumble to LeClairRyan. What can be learned from the history of law firm failures?  Mary K Young observes that external factors, including a recession, can accelerate a firm’s demise, but typically are not at the root of its problems. Young says firm leaders have to stay in touch with their clients and stakeholders, never losing track of what those people want. They need a vision for where the firm will go next.

When Dentons recently announced its bold plan to build “the first national law firm” in the U.S., Greenberg Traurig’s leaders scoffed, pointing out that their firm had already done that. If by “national law firm” Dentons meant achieving geographic scale—which is what it suggested when it noted that none of the nation’s top 10 full-service law firms has offices in all 20 of the largest U.S. markets—then it had a point. Mary K Young discusses the options for the structure of a growing firm—traditional growth versus a verein—and the central question of which model provides for smoother collaboration between disparate geographies.

Results of our survey conducted in partnership with Greentarget that focuses on the information consumption attitudes, behaviors and tendencies of in-house counsel. The report includes practical guidance to help law firms compete for greater share of voice among corporate legal departments.