Page 41 - Professional Services Networks
P. 41
The Handbook: Law Firm Networks
In addition to going down the checklist found above, all the network organizer needs to do is locate the
appropriate specialists. In this case, the process of asking members for recommendations is acceptable. There
are many organizations, such as Martindale-Hubbell, Chambers, Best Lawyers, and Super Lawyers that rank
specialists. A de facto quality standard is easily established.
One example of such a specialty network is IMMLAW,212 which is a network of 17 firms with immigrations
practices. Another example is Taxand, which is a more formal network of tax practitioners.213 The firms are
the members, but the tax department or section is the operating part of the network.
The rationale for developing a network may be limited because of the vast number of specialty organizations,
such as the International Trademark Association, European Employment Law Association, and countless
others. They can fill the need for reliable contacts.
The complications from limited growth potential arise not from the formation but from the operations. A
specialty network is usually made up of individuals and can therefore have a large turnover. As a result
governing the networks can be very difficult. Technology has made this much easier.
Other Professional Services Networks – Client-Centric Networks
Networks are not necessarily limited to professional services firms. For example, a number of companies
have formed networks in which they are the driving forces. The company establishes the rules and policies.
Members of a network have a monetary interest in being members from the perspective of receiving referrals
from both the organizing company and the firms that are part of the network. If a company wishes to form a
network of its outside counsel, DuPont has set the standards, which are available to any company. Another
recent example of a company forming a network is Carillon,214 which formed a network for outside counsel.
212 IMMLAW, www.immlaw.com (last visited Feb. 2, 2016).
213 TAXAND, www.taxand.com (last visited Feb. 2, 2016).
214 MANAGING PARTNER, supra note 149 (for a description of how a corporation organizes a network).
- 29 -
In addition to going down the checklist found above, all the network organizer needs to do is locate the
appropriate specialists. In this case, the process of asking members for recommendations is acceptable. There
are many organizations, such as Martindale-Hubbell, Chambers, Best Lawyers, and Super Lawyers that rank
specialists. A de facto quality standard is easily established.
One example of such a specialty network is IMMLAW,212 which is a network of 17 firms with immigrations
practices. Another example is Taxand, which is a more formal network of tax practitioners.213 The firms are
the members, but the tax department or section is the operating part of the network.
The rationale for developing a network may be limited because of the vast number of specialty organizations,
such as the International Trademark Association, European Employment Law Association, and countless
others. They can fill the need for reliable contacts.
The complications from limited growth potential arise not from the formation but from the operations. A
specialty network is usually made up of individuals and can therefore have a large turnover. As a result
governing the networks can be very difficult. Technology has made this much easier.
Other Professional Services Networks – Client-Centric Networks
Networks are not necessarily limited to professional services firms. For example, a number of companies
have formed networks in which they are the driving forces. The company establishes the rules and policies.
Members of a network have a monetary interest in being members from the perspective of receiving referrals
from both the organizing company and the firms that are part of the network. If a company wishes to form a
network of its outside counsel, DuPont has set the standards, which are available to any company. Another
recent example of a company forming a network is Carillon,214 which formed a network for outside counsel.
212 IMMLAW, www.immlaw.com (last visited Feb. 2, 2016).
213 TAXAND, www.taxand.com (last visited Feb. 2, 2016).
214 MANAGING PARTNER, supra note 149 (for a description of how a corporation organizes a network).
- 29 -
