Page 61 - The Handbook - Legal and Accounting Networks 81
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Law and Accounting Networks and Associations
Foundations are a means to market the network by extending its image. The TAG Foundation264 is a good
example of a basic foundation. Its purpose, “[w]ith advice and counsel from a committee of advisors and from
members in affected areas of the world, will provide aid to local charities around the world, most often in
response to natural or other disasters.” The Lex Mundi foundation265 is a more complex foundation with
significant funds to invest. One professional developed the foundation; it now has its own board. Donors
included not only members of Lex Mundi but attorneys at member firms. The donors have been extended to
major corporations. The foundation allows Lex Mundi to reach out to organizations on pro bono projects.
These projects can extend to virtually every state or country. By undertaking these projects the foundation and
Lex Mundi increase its image using tax-free dollars. Members gain good publicity in the local press and may
even be compensated for out-of-pocket costs.
Networks may have common interests with other organizations. These organizations can work together for
their mutual benefit. For example, Lex Mundi had a project with ACC that has 20,000 in-house counsels as
members. ACC wanted to expand this membership in each city. Lex Mundi undertook to hold a CLE meeting
to which non-ACC members were invited. ACC benefited because the Lex Mundi members absorbed the costs.
Lex Mundi and the local members benefited by being able to contact non-clients in the form of the CLE. This
type of project has been extended to podcasts.266
Balance in a Maturing Network – Issues in Governance and Operations
As a network matures, it changes. The changes reflect the sum total of its development from the beginning to
the present. The mature organization has defined and refined its objectives. On the positive side, members get
to know each other. They become friends. The structure in place reinforces and accelerates the benefits that
have been accumulated.
These relationships will affect all of the operational considerations above. The organization may find that it
cannot adapt to the new marketplace. For example, networks are not particularly suited to adopting new
technology. The reason may be that the members and the network leaders are practicing professionals who are
simply not aware of the changes that have taken place. Generational changes will affect the members and the
network itself.
On the other hand, the same benefits in the mature organization can act to limit the growth of the network. For
example, leadership may become entrenched, making it difficult for others to participate. Members may lose
interest because their expectations have not been met. The direction of the network may have adjusted to
external environmental factors, like changes in the economy. New technology may require investment for
which the network is not prepared. The most significant are the human factors as they affect the network. This
section will address some of these changes that are observed as the network matures.
Both the positive and the negative flow from the fact that the overall success of the network, as seen by the
members themselves, does not come from tools, regulations, bylaws, or technology but from the way members
are able to interact with each other to their level of satisfaction. In a mature network the particular
characteristics of the participants stand out.
Other Issues – Theory and Literature:
264 TAGLAW, supra note 146.
265 LEX MUNDI PRO BONO FOUNDATION, www.lexmundiprobono.org/lexmundiprobono/default.asp.
266 See infra Chapter 7, Regulations and Other Legal Considerations for Networks; see also Lex Learn, LEX MUNDI,
www.lexlearn.com/lmln/default.asp (which offers CLE podcasts).
49
Foundations are a means to market the network by extending its image. The TAG Foundation264 is a good
example of a basic foundation. Its purpose, “[w]ith advice and counsel from a committee of advisors and from
members in affected areas of the world, will provide aid to local charities around the world, most often in
response to natural or other disasters.” The Lex Mundi foundation265 is a more complex foundation with
significant funds to invest. One professional developed the foundation; it now has its own board. Donors
included not only members of Lex Mundi but attorneys at member firms. The donors have been extended to
major corporations. The foundation allows Lex Mundi to reach out to organizations on pro bono projects.
These projects can extend to virtually every state or country. By undertaking these projects the foundation and
Lex Mundi increase its image using tax-free dollars. Members gain good publicity in the local press and may
even be compensated for out-of-pocket costs.
Networks may have common interests with other organizations. These organizations can work together for
their mutual benefit. For example, Lex Mundi had a project with ACC that has 20,000 in-house counsels as
members. ACC wanted to expand this membership in each city. Lex Mundi undertook to hold a CLE meeting
to which non-ACC members were invited. ACC benefited because the Lex Mundi members absorbed the costs.
Lex Mundi and the local members benefited by being able to contact non-clients in the form of the CLE. This
type of project has been extended to podcasts.266
Balance in a Maturing Network – Issues in Governance and Operations
As a network matures, it changes. The changes reflect the sum total of its development from the beginning to
the present. The mature organization has defined and refined its objectives. On the positive side, members get
to know each other. They become friends. The structure in place reinforces and accelerates the benefits that
have been accumulated.
These relationships will affect all of the operational considerations above. The organization may find that it
cannot adapt to the new marketplace. For example, networks are not particularly suited to adopting new
technology. The reason may be that the members and the network leaders are practicing professionals who are
simply not aware of the changes that have taken place. Generational changes will affect the members and the
network itself.
On the other hand, the same benefits in the mature organization can act to limit the growth of the network. For
example, leadership may become entrenched, making it difficult for others to participate. Members may lose
interest because their expectations have not been met. The direction of the network may have adjusted to
external environmental factors, like changes in the economy. New technology may require investment for
which the network is not prepared. The most significant are the human factors as they affect the network. This
section will address some of these changes that are observed as the network matures.
Both the positive and the negative flow from the fact that the overall success of the network, as seen by the
members themselves, does not come from tools, regulations, bylaws, or technology but from the way members
are able to interact with each other to their level of satisfaction. In a mature network the particular
characteristics of the participants stand out.
Other Issues – Theory and Literature:
264 TAGLAW, supra note 146.
265 LEX MUNDI PRO BONO FOUNDATION, www.lexmundiprobono.org/lexmundiprobono/default.asp.
266 See infra Chapter 7, Regulations and Other Legal Considerations for Networks; see also Lex Learn, LEX MUNDI,
www.lexlearn.com/lmln/default.asp (which offers CLE podcasts).
49
