The LLP Agreement of any professional firm is a living document, as it is a constant reference point throughout the business cycle of the firm. As well as containing day-to-day management and decision-making provisions, an LLP Agreement needs to adequately
Interesting results from today’s Professional Practices Alliance polls:
Excellent session this morning at the Professional Practices Alliance webinar ‘Professional Risk Management for Partners’, with great advice from Rachel O’Donoghue, Fiona Poole, James Currie, Beth Hale, David Shufflebotham and expertly chaired by Corinne Staves.
Planning for things we expect
Individuals who may be described as “neurodivergent” bring a plethora of skills and different perspectives to an organisation, offering firms a sustainable, competitive advantage that will be particularly beneficial in the current economic climate. Harnessing and embracing the cognitive divergence
Can neuro-atypical team members help improve the quality of decisions in teams responsible for the complex problem-solving in VUCA situations, such as in addressing strategy business transformation and innovation?
I enjoyed watching the ABC TV series ‘The Good Doctor’. Starring
Recent changes to working practices and attitudes of the next generation of professional advisers have reignited an old debate on whether a Limited Liability Partnership (“LLP”) is the most desirable legal structure for today’s professional services practices.
Many practices are
I’m not really following this SDT case, but it is interesting to see the SDT tackling the question of billing figures provided on a partner-move. It is clear that sharing confidential client data is not permitted under SRA Standards.
As the economy starts to emerge from the impact of the COVID-19 pandemic and multiple lockdowns, many law firms will be considering not only how they can ensure the firm survives but how to bounce back stronger and more resilient
As law firms review partner ranks in the wake of Covid-19 it is vital all parties understand their legal powers, write Clare Murray and Jennifer Ly.
In the current climate of global uncertainty and with many firms facing a
The transition that any firm must undergo if it is to survive and thrive after its founders retire affects every aspect of the organisation. It is at the same time both strategic and intensely personal. For founding partners, it involves