Providing the right framework of management for newly-merged, global firms is one of the biggest challenges that faces law firms such as DLA Piper Rud-nick Gray Cary. Following the three-way merger in 2005, it should come as no surprise that rapid integration was seen as a top priority. Early on in the merger negotiations, the senior management team recognised the need to align the future leaders of the firm towards a common goal and then equip them with the necessary management skills in order to achieve it.
Integration and consolidation are paramount, but agreeing on the best elements of each component part for a new firm can be difficult and contentious. Developing and streamlining accepted management practices, focusing not on the way business is done, but looking at how business should and could be done to bring about the best results for the firm, its clients and future clients is critical.
