When looking at international law firms and in particular international mergers, two issues spring to mind: the management structure and the remuneration system. Although these are important issues in many respects they are a proxy for the wider issue: what do the partners expect to contribute to and get out of being part of an international firm?
Understanding the different cultures and approaches to the practice of law which exist in an international firm is essential to delivering effective and sustainable management structures and remuneration systems. Unfortunately, all too often the parties only examine these issues from their own perspective. As in any transaction it is important to know what you want to get out of having an international scope, but it is just as important that one must understand what the various groups of partners consider important and what motivates them. In relation to potential mergers, stories of misunderstanding and miscommunication are legion.
