Page 54 - The Handbook - Legal and Accounting Networks 81
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Law and Accounting Networks and Associations
Local agents are not only better positioned to gather information on specific local
conditions, but vested with decision authority and ownership of the result; they are also
more likely to look for problems and opportunities.
Groups – Application to Professional Services Networks
Professional services networks by nature organize themselves into groups. They are a natural outgrowth of any
human organization. People want to associate with others who share their interests. In professional services
networks it is straightforward to identify groups because the professions are self-defined. The groups in
networks are parallel to those found in professional associations like the American Bar Association or the
AICPA. In law firms, one finds practice groups such as intellectual property, litigation, environmental, real
estate, etc. In accounting networks, the groups are tax, audit, and financial consulting. In multidisciplinary
networks the operative groups would be by industry rather than by practice.
Today’s technology has created different types of groups. The purpose remains essentially the same: to share
information and create relationships. However, technology can extend the sharing of this information. The
networks can create an extranet for collaboration. They can also create an internal networking system similar
to LinkedIn.com. In the short term, this technology is realistically only available to Level 3 networks.
A network can leverage a member’s participation in other organizations and associations that do not compete
with the network. For example, international attorneys belong to the IBA. They are members of both a firm
and the network.239 Providing these attorneys the opportunity to meet as a de facto group reinforces the network
and its membership. This is done without cost in either time or money.
Groups in a network, however, can create internal issues that require management. A poorly organized group
will detract from the network. As with any human endeavor, groups can become cliques. The groups may seek
to operate independently of the network. For example, they may arrange their own meetings independent of
the network. This can have a significant negative impact on the network.
There can be timing conflicts when members have to decide to attend the regional meeting or a group meeting.
The groups may seek to have a member host a meeting, thus precluding that firm from hosting a regional or
annual one. The groups may decide they no longer need the network to achieve their own objectives. This
increases the power of the group leaders in that they can now make all decisions.
Groups are also the source of future leadership in the region or on the board of directors. Fostering the groups
increases the internal activities. On the reverse side, group leaders may decide after volunteering that they no
longer want to be active but are embarrassed to resign. The group leadership function needs to be managed.
This can mean an annual orientation and retreat for group leaders so they better understand the objectives of
the network and know their fellow group leaders.
Meetings in Networks – Annual, regional and practice area
Virtually every network has an annual meeting, the purpose of which is to bring professionals together on a
personal level to learn about each other. Relationships may start on the Internet, but human beings need to be
able to meet in person. Personal relationships are the cement that holds the network together. They are an
investment in the future of the network.240
239 See Calendar of Events, TERRALEX, www.terralex.org/calendar/View.
240 DuPont Legal Model, DUPONT, www.dupontlegalmodel.com/building-the-virtual-law-firm-through-collaborative-work-teams/: “DuPont Legal has
expended great effort since the formation of the Network to bring together lawyers and other service providers working on DuPont matters. Frequent
42
Local agents are not only better positioned to gather information on specific local
conditions, but vested with decision authority and ownership of the result; they are also
more likely to look for problems and opportunities.
Groups – Application to Professional Services Networks
Professional services networks by nature organize themselves into groups. They are a natural outgrowth of any
human organization. People want to associate with others who share their interests. In professional services
networks it is straightforward to identify groups because the professions are self-defined. The groups in
networks are parallel to those found in professional associations like the American Bar Association or the
AICPA. In law firms, one finds practice groups such as intellectual property, litigation, environmental, real
estate, etc. In accounting networks, the groups are tax, audit, and financial consulting. In multidisciplinary
networks the operative groups would be by industry rather than by practice.
Today’s technology has created different types of groups. The purpose remains essentially the same: to share
information and create relationships. However, technology can extend the sharing of this information. The
networks can create an extranet for collaboration. They can also create an internal networking system similar
to LinkedIn.com. In the short term, this technology is realistically only available to Level 3 networks.
A network can leverage a member’s participation in other organizations and associations that do not compete
with the network. For example, international attorneys belong to the IBA. They are members of both a firm
and the network.239 Providing these attorneys the opportunity to meet as a de facto group reinforces the network
and its membership. This is done without cost in either time or money.
Groups in a network, however, can create internal issues that require management. A poorly organized group
will detract from the network. As with any human endeavor, groups can become cliques. The groups may seek
to operate independently of the network. For example, they may arrange their own meetings independent of
the network. This can have a significant negative impact on the network.
There can be timing conflicts when members have to decide to attend the regional meeting or a group meeting.
The groups may seek to have a member host a meeting, thus precluding that firm from hosting a regional or
annual one. The groups may decide they no longer need the network to achieve their own objectives. This
increases the power of the group leaders in that they can now make all decisions.
Groups are also the source of future leadership in the region or on the board of directors. Fostering the groups
increases the internal activities. On the reverse side, group leaders may decide after volunteering that they no
longer want to be active but are embarrassed to resign. The group leadership function needs to be managed.
This can mean an annual orientation and retreat for group leaders so they better understand the objectives of
the network and know their fellow group leaders.
Meetings in Networks – Annual, regional and practice area
Virtually every network has an annual meeting, the purpose of which is to bring professionals together on a
personal level to learn about each other. Relationships may start on the Internet, but human beings need to be
able to meet in person. Personal relationships are the cement that holds the network together. They are an
investment in the future of the network.240
239 See Calendar of Events, TERRALEX, www.terralex.org/calendar/View.
240 DuPont Legal Model, DUPONT, www.dupontlegalmodel.com/building-the-virtual-law-firm-through-collaborative-work-teams/: “DuPont Legal has
expended great effort since the formation of the Network to bring together lawyers and other service providers working on DuPont matters. Frequent
42
