Optim Legal Stories

Next Generation Thinking 

Google's search for smart power- Story by Giles Parkinson in Business Spectator today

Giles Parkinson

Google's search for smart power

Most people expect there to be a transformation of the energy industry, but what if it turns out to be a total revolution?

Most talk focuses on a possible move to distributed rather than centralised power supplies, the introduction of smart grids and the replacement of fossil fuels with renewable energy supplies such as wind, solar, marine and geothermal.

In other words, the structure of the industry pretty much remains the same, except for a few whiz-bang technologies that make it greener, more efficient and more available.

But what if it went further than that, and the whole industry was turned upside down? Two developments in the past few days in the US give a hint of what is being envisaged and what might be possible – the entry of Google into the energy utility business and the much-hyped release of the stand-alone fuel cell, the Bloom Box.

Rest of story at businessspectator.com.au

Great story today by Giles Parkinson in the Business Spectator. Useful information about the way US business in particular is positioning itself to lead this next energy revolution should be instructive encouragement for the development of Australia's emerging renewable energy industry.

We need a business culture which embraces this challenge and takes advantage of the opportunities it presents. We could be the at the dawn of one of the most exciting phases of business evolution ever seen in this country or Australia could simply be left behind. The question is simple- do we want to gear ourselves to become an economy exporting cutting edge technology for an industry projected to grow exponentially in the future or simply sit back and export coal until the accumulated environmental cost eventually shuts down that industry for good? See this extract from an Atlantic Monthly article published in August 09 describing the shift in attitude towards the industry in Silicon Valley for an example of what we are missing out on

"The boundless optimism in Silicon Valley recalls the early days of the Internet boom. “Think of the smartest guy you’ve ever met and then imagine 50,000 more just like him innovating all at once,” Mike Danaher, a partner and cleantech specialist at the law firm Wilson Sonsini Goodrich & Rosati, told me. [...] Last year, cleantech was the third-largest recipient of venture funding, after IT and biotechnology, with investments of $5.8 billion. But that statistic doesn’t begin to convey its psychic significance. It’s all anyone wants to talk about. Exhilaration over clean energy has so thoroughly swept Silicon Valley that it has transformed the local culture.” 

Google has consistently demonstrated that long term success in the new world can involve merging genuine volition and imagination with profit. God bless them. I hope they, like other companies like GE, are able to show the way. It would be great if in the future Australia was able to look back on this era and say we were proud of the contribution we made to the transition to a sustainable energy system. And not only that but that we profited by positioning our economy for long term success in a way which enhanced and preserved quality of life for future generations. I look forward to more stories like this.

Update

 

See this Guardian article on 25 February with the following quote. 

"Does the Bloom Box represent a substantial technical advance over Ceramic Fuel Cells? On the information provided so far, I could see no obvious technical innovation that puts Bloom ahead of the Ceramic Fuel Cells machines. But Ceramic Fuel Cells works from Melbourne, not Silicon Valley, and can't get the California Governor and Colin Powell to come to its product launches. We'll soon see whether the unflashy Australians have just lost their market to Bloom or whether Ceramic Fuel Cells long and painful development has just been validated by Bloom's hyperbolic endorsement of the potential of the SOFC."

http://www.guardian.co.uk/environment/2010/feb/25/bloom-box-innovation

Filed under  //   cleantech lawyers   renewable energy lawyers  
Posted by Nick James 

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Unique Partner and Senior Lawyer opportunities in Sydney

Optim Legal has just posted this ad on Seek.

If you are a lawyer or you know someone who may be happier with us. Pass this on!

Unique Partner and Senior Lawyer opportunities
  • Want a higher degree of personal autonomy and self determination in your career?
  • Do you genuinely care about the idea of delivering value and excellent service?
  • Want to contribute to a community rather than participate in workplace politics?
Optim Legal is a new kind of top tier law firm which is widely tipped as an emerging successor to the traditional model law firm. We offer a combination of flexibility, remuneration and working conditions that are simply not available elsewhere in the market. We are inspired by the idea of sustainable growth through better serving the genuine needs of clients and lawyers.

The Optim Legal remuneration system is designed to be highly attractive and:
• Align lawyers interests with those of the firm
• Enable and entrench a high degree of personal autonomy, flexibility and self determination
• Remove politics and create a fair, transparent meritocracy where lawyers get profit share according to results

Optim Legal’s culture is designed to:
• Encourage innovation and individual expression
• Drive towards delivering excellence in client service
• Foster a genuinely supportive community of engaged lawyers

We are on the hunt for Partner level lawyers and appropriately qualified senior lawyers who become ‘Practice Leaders’ in our firm:

Lawyers who have been Partners in law firms receive:
• 55% of their billed hours.
• 10% ongoing share of all revenue for clients they have brought in to the firm for as long as the lawyer is with the firm unless they retire as an Optim Legal lawyer in which case this 10% continues until past their retirement.
• 7.5% of the hours they supervise.

Senior lawyers (special counsel, in-house or senior associates) receive:
• 50% of their billed hours.
• 10% share of all revenue for clients they have brought in to the firm for as long as the lawyer is with the firm unless they retire as an Optim Legal lawyer in which case this 10% continues until past their retirement.
• 5% of the hours they supervise.

You will suit Optim Legal if:
• You want a higher degree of personal autonomy and self determination in your career than you have experienced before in a law firm.
• Your ideal client base consists of innovative and sustainable companies in the emerging cleantech, digital media, IT and sustainability sectors.
• You genuinely care about the idea of delivering value and excellent service to your clients.
• You are good at initiating and maintaining long term relationships with clients.
• You enjoy interacting with people and you want to belong and contribute to a community rather than participate in workplace politics


You must have:
• 7+ years PQE
• 2+ years in a top-tier law firm (Australian or international)
• A high degree of technical excellence

We are currently looking for lawyers with the following experience:
• General corporate and commercial
• M&A
• IP, IT
• Climate change, renewable energy law


Some recent press commentary about Optim Legal:

“A new era...a fundamental shift that is reshaping the market”- The Australian, 3/4/09

“The entire Optim Legal structure is based on choice, empowerment and satisfaction- for its clients and of its lawyers" - NZ Lawyers Weekly, 19/2/09

"Imagine a law firm built on the most innovative management thinking from the non-legal world. Well, it's a reality." - Australian Financial Review, 6/6/08

"Optim Legal's model breaks new ground for the legal profession" - Australian Financial Review, 26/2/07

"Optim Legal; New Kids Redefining the Block", 18/12/07

For expressions of interest in strictest confidence, please apply online or email your CV and covering letter to info@optimlegal.com.au. Alternatively, for more information or an informal chat please contact Nick James on 02 96406307

www.optimlegal.com.au
http://blog.optimlegal.com.au/

 

Nick James 02 96406307
nick@optimlegal.com.au

 

Posted by Nick James 

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The current large law firm model is vulnerable to new and better ways to organise lawyers

Here is a link to my latest article in the New Lawyer with the article reproduced below:

"The nature of the top tier law firm has fundamentally shifted in the last three decades, writes Nick James, so isn’t it natural that those most adversely affected would begin to cast around for new alternatives?

OBSERVERS of the legal industry have for a while been describing a new set of behaviours and attitudes displayed by emerging lawyers. Generation Y in particular is described as a challenge and sometimes a problem for the existing law firm model.

The new generations, we are told, are less interested in doing the work required to become a partner and are more interested in:

·         profit share at an earlier age

·         flexibility

·         being given greater responsibility and client access

·         experiencing an individual connection with their personal values and the subject matter of their work.

While both Gen Y and X are different from the generations before them, it is important to note that many of the ‘changes’ in attitude ascribed to them are in fact natural responses and adjustment to dramatic changes in the large law firm environments they are inheriting.

Today’s mega law firm juggernaut is a relatively recent phenomenon. The very largest law firms in Australia in 1980 had only just exceeded 30 partners. They also operated under a very different set of conditions. In 1979 an article comprehensively surveying the phenomenon of the emergence of the “corporate” law firm in Australia, noted that “one firm has gone so far as to … specify weekly minimum billing targets for its partners and employee solicitors”. The article continued “other law firms have clung longer to a sense of individual autonomy in the partners”.

As law firms have grown since then, in only a few decades, what once was a system of a community of partners bounded by either personal friendship or acquaintance evolved into a highly impersonal/competitive/corporatised and semi-political structure. Its decision making model: Requiring the consensus of a large group of partner-owners who have a window in their career to collect profits before retirement; has (arguably inevitably) driven management decisions which have over time tended to serve the short-term profit interests of the equity partner-owners at the expense of other important interests, including those of the emerging lawyers and even of the firms’ clients.

The fall-out has been a large factor in the crisis in our legal profession of unhappy lawyers (even in partnership ranks) and dissatisfied clients, not to mention a decline in the general level of community respect for the profession. Increasingly higher fees; higher hours worked by lawyers; behavior driven by billing targets; the overheating of the leverage model; the creation of salaried partner/special counsel roles; and the increasing delay of promotion both to and beyond senior associate; are all a result of the intense focus on profits-per-equity-partner as the fundamental goal sitting at the centre of the top tier firm.

Ultimately these sorts of observations don’t mean much in a business sense unless they necessarily lead to two conclusions:

a) Factors inherent in the current large law firm model actually make the model bad at what it must do in the long term in order to remain sustainable and successful; which is to keep its workforce and its clients happy. 

And therefore:

b) The current large law firm model is vulnerable to new structures that can do a better job of giving lawyers a better place to work and clients better service and value while being able to accommodate the scale of needs of modern globalised corporations.

The structure which will win in the long term will need more than the simple advantages of incumbency which make the modern top tier law firms appear invincible at this point in time. Any new structure must, to be successful, rebalance the needs of lawyers for conditions which were once an embedded part of their working life as well as provide a dynamic engine capable of driving the growth of the business. How this is to be done is the task for the next generation of lawyers; those who have inherited a large law firm model which they can now plainly see is flawed and requires rethinking. The urgency of this task is heightened as they increasingly realise they themselves are among the primary victims of its basic dynamic and the cost to their lives as well as their professional enjoyment is too great to continue working within the existing model.

It is important to remember, that emerging alternative visions for the future for top tier practice, like the aspirations of the new generation of lawyers, are not a radical departure from the history of the legal profession. It is instead the overheated, current big firm model which is the aberration. It seems arguable that ‘new’ visions for the practice of law in fact represent a continuation of the sorts of things we have always wanted from our workplaces and which are only resurfacing now because they have been left behind for a while too long."

Filed under  //   Evolution of the law firm model   Generation x   Generation Y  
Posted by Nick James 

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Why our lawyers support Cleantech & Renewable Energy

Cleantech & Renewable Energy

Optim Cleantech & Renewable Energy offers ‘cradle-to-success’ legal services for clean technology, energy efficiency and renewable energy business. Our lawyers have decades of legal experience in the fields of project finance, venture capital finance, intellectual property, mergers and acquisitions, technology transactions, property and environmental law.

One of the driving ideas behind Optim Legal is the idea of providing access to the best lawyers under dramatically better conditions for clean tech and renewable energy companies. 

Cleantech and renewable energy clients receive further 10% discount from our already highly efficient rates. Optim has worked hard in the sector to increase its network and knowledge of the cleantech industry. We act for leading carbon management, biomass, solar and sustainability leaders.

We play a large role in assisting our clients in making further connections within the industry and with investing parties.

Our mission is to make a material difference in the development of the industry in Australia and to be a beacon for legal talent passionate about working for companies they truly want to see succeed. 

Filed under  //   cleantech lawyers   renewable energy lawyers  
Posted by Nick James 

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Optim Legal Article in The New Lawyer

Here is the link for an article I wrote for The New Lawyer with the text below...

New year, time to thrive

22 January 2010 | by Nick James

Surely lawyers would thrive if they worked in an environment that animated them with a genuine sense of purpose, which puts their needs as professionals at the centre of its vision, writes Nick James from Optim Legal.

Holiday season is over and lawyers are returning to their workplaces. Holidays are a time of reflection, of still moments, a time when, even if for a short while, we take stock and look over the past year. We think about how our lives are progressing and how we would like this next year to be different from the last.

For many lawyers, if statistics and anecdotes are to be believed, the return to their places of work will not be a happy one. Unhappy lawyers, in a search for alternatives, will begin to look at other law firms, or to an in-house role and many will even explore the idea of leaving the profession altogether.

Lawyers, as a rule, are a group of people stubbornly and tenaciously driven by a sense of excellence and achievement. It is this drive that sits at the centre of the current management system of our leading top tier firms: the partnership model. It is the drive to rise to a certain standard of professional competence and then to achieve the recognition of one day being made Partner.

Because lawyers want to be the best at what they do, they have a tendency to be good at weathering adversity and to also make the best of the situation they are in. In order to do this they will often be prepared to sublimate almost all other concerns or aspirations. When this no longer becomes a comfortable activity, a person is left with a gnawing, persistent feeling of dissatisfaction.

What is it that we, as lawyers, have left behind in order to achieve our goals in our current workplaces?

Is it a sense of self-determination, of being genuinely in control of the direction of our day-to-day lives? Is it the desire to be evaluated and rewarded according to our results rather than politics and the opinions of other senior individuals? Is it being forced to give up too many hours of our time to achieve what we want to achieve? Or is it even the fact of being evaluated primarily according to our hours billed rather than how effectively we have served our clients’ interests?

Is it a question of purpose and values? The ultimate meaning and goal behind all of the effort we expend in our career. Whether what we actually stand for is expressed through our career choices and whether our organisation allows us to work in directions which reflect and bring us closer to our values?

Is it being stuck in an environment where we are too closely tied to and constricted by the collective? Where we as individuals simply aren’t able to change the things we don’t agree with and which have a direct, day-to-day impact on the quality of our working experience?

Surely we could all be even better lawyers if the conditions we worked under connected us with our colleagues in ways that better served what we are actually looking for in a workplace. Surely we lawyers would thrive if we worked in an environment which animated us with a genuine sense of purpose: Which put our needs as people and professionals at the centre of its vision.

Then we could be the best at what we do and work towards a meaningful life at the same time.

Posted by Nick James 

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New blood!

The idea that business is an opportunity to create change is obviously a fraught one. Most businesses work on a fairly simple and effective set of human drivers. It is not easy to establish different patterns where there are so many already established and out there ostensibly working and grinding away. It actually takes a critical mass of people to see the same thing before anything like a coordinated movement can properly take hold. The basis of a meaningful and genuine change in business, is I think the collected and accumulating weight of experience of people who have not found in their previous careers any satisfaction or genuine sense of purpose and are looking for something else. There seem to be more and more of these people out there. That’s a lot of untapped energy.

When business values begin to dominate and then overtake a society’s values, business must in turn, eventually be held to account and civilised. For all of the things which it provides for society, the many things business doesn’t provide, eventually re-emerge as factors which people seek to have addressed in their lives, their workplace and careers. People in a market have a choice. Responding to new demands is essentially what a market is here to do. A business that can listen closely, respond to and enable the expression of this nascent energy in new forms of organisational design, can I believe, become eventually very powerful.

This month Optim Legal had two new recruits, attracted to us, I think for the genuine reasons for which we were established- Lucy Meadley and Danny King, from Mallesons and Freehills respectively. This has given us a renewed sense of vigour. It is one of those things along the way that makes us remember why we are doing what we are doing and why it is important to continue on.

I found this article in Fast Company- and have extracted a nice quote from John Mackey, the founder of Wholefoods. The article also then contains a useful analysis of what happens when intentions reach the real world.

“"You see, Conscious Capitalism is a fairly new idea, but it's going to have a huge impact," he begins, describing the philosophy he developed as he built his tiny natural-foods store into an $8 billion retail beast. "I do believe it will become the dominant paradigm of business in the 21st century." Conscious Capitalism, Mackey insists, moves corporations to refocus on purpose instead of profit. In theory, it underscores the importance of all of a company's interdependent "stakeholders": employees, customers, shareholders, suppliers, community, and the environment. When all of those constituencies' interests are factored into the company's decisions and aligned, his thinking goes, all -- including, not incidentally, the bottom line -- will flourish.”

Onwards and upwards!

     
Click here to download:
New_blood.zip (69 KB)

Posted by Nick James 

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Optim Legal's Mission

(download)


Over half of Australia’s lawyers are unhappy in their current job.

Some of this seems to be inherent in the structure of the average law firm.

Our mission is set out above. It is basically to construct a full service law firm which outperforms traditional firms by working with people and clients in a very different way. 

This involves giving our lawyers control over their lives, working with their energy to create what they want for themselves and channelling that energy into better outcomes for clients.  

It also involves allowing for aims other than the extraction of profit to enter into the way people relate to each other in business. We believe that business relationships that go beyond this simple motive will actually lead to a more effective and sustainable organization.  

This is not an idealistic movement. It is a reflection of the fact that a system of human organisation that doesn't allow people to thrive will not survive in the long term. 

This for us is about change. The corporation becoming a tool of civilization rather than the other way round. From an organisational perspective, this involves replacing hierarchy, single-minded pursuit of profit, consolidation of ownership and micro management with self-determination, transparent reward for outcomes, profit sharing, community and collegiality. In an overall sense, to create an environment that encourages the expression and nurturing of individual vocation and values.

Some of these ideas have been demonstrated in companies like SouthWest Airlines and Semco... 

What better place to take them than the law firm? 

 

 

Posted by Nick James 

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Shifting incentives for lawyers to improve client satisfaction

Clients want more accountability from their law firms. Talented lawyers want to be able to focus on achieving results for clients rather than billing quotas. In response, Optim Legal has removed the tradition bound policy of basing rewards and promotions on annual client billing targets.

In place of billing targets, Optim Legal has designed a billing system that rewards lawyers for exceeding client expectations. Clients can link our fees to their satisfaction under our unique ‘satisfaction-billing’ system.  Before issuing an invoice, we ask our clients how well our lawyers and legal teams performed in a short service survey. We then give them the opportunity to add or deduct 20% of the invoice amount based on the survey’s Service Score.

At Optim Legal, lawyer earnings are linked directly to client Service Scores.  The system also promotes innovation within a service culture. Because every lawyer on the matter is assessed in the survey and shares the ‘pain or gain’ of the Service Score, Optim Legal teams regulate themselves.  This creates a powerful set of internal incentives for behaviours that focus on understanding and delivering on the client’s needs and expectations.

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Optim Legal in Boss magazine

(download)

Here is an extract of an article in Boss Magazine last month in which Optim Legal were featured as a representative of a new wave of legal businesses.

 

Posted by Nick James 

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Innovation at Google

Insights on how to make innovation part your company's DNA

  • Have a ‘world changing’ mission
  • Start by observing end-users (customers don’t always know what they want)
  • Systematically solve end-user’s problems
  • Leverage transformational innovation through incremental innovations with useful applications
  • Foster ingenuity through social engineering
  • Have a culture that encourages risk and accepts failure
  • Allow for cause and effect – side effects are transformative

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