Big Law: Is It Becoming Less a Relationship-Driven Business?

 Confirmed by what was disclosed in the Epstein files is how much Big Law operates through elite networks. Or, it did. Referrals came through relationships. And that we can size up as one probable reason Kathy Ruemmler got so chummy with the "connector" Jeffrey Epstein when she was a partner at Latham.

However, that reliance on relationship-building could be lessening. 

In the UK, a survey by the influential legal tabloid RollonFriday found out this: The number-one reason in-house selects a law firm to represent it and will continue to use that service provider is the quality of the answer to a very specific legal question. 

As RollonFriday reports that's what differentiates firms. That is, how tailored the response is to the legal matter. No generics. No trotting out the same-old templates. No relying on ChatGPT. 

For that, in-house is willing to ignore the web of relationships formed with law firms. It will go with the supplier known to come up with fresh perspectives and dig deep for the answer which will produce the outcomes in-house wants. Also that overrides what the fee might be. In-house assesses going for cheap as a false economy. Also relevant in this is that the selection of the right firm provides "insurance" if the matter goes sideways.

However, relationships can be built on a track record of a law firm or a particular partner's branding for unique problem-solving of legal situations. 

This isn't new. Way back in 2010, SuperLawyers covered how Paul, Weiss well-connected lawyer Brad Karp's signature was doing just that. That was his reputation with Wall Street clients. The article quotes Karp: 

“You cannot take anything for granted ... In difficult matters, I will think about my clients’ problems night and day until a solution emerges. I’m a big believer in late-night epiphanies.”

One client confirms the night part. They speculate that Karp might not sleep.

So, the emerging power in law firms might hunker down, on a case by case basis, in putting together the tools - human and technology - which can explore answers to a client problem and then drill down further to discern the most promising. That approach could be accelerated with the growing participation of litigation funders in case management. 

The implications are broad and huge. Other professional services such as consulting and public relations could regroup into becoming known for risk-taking in account management. Ivy education can be restructured from network creation to provocative problem-solving. Nepo babies may lose their automatic edge in getting, holding and moving on to better work. Reputation rehab can happen overnight for the scandal-plagued who generate the answer.

In coaching, I guide clients in how to stand out, that is differentiate themselves. It's no longer through the force of personality. What employers/clients/customers demand is customized problem-solving. 

Careers? So Over. It’s about Earning a Good Living. No matter what.

Complimentary consultation. No Pressure. Street-smart Guidance. Contact Jane Genova janegenova374@gmail.com.


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