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Visions and divisions in legal leadership

Lawyers will need to be agile and creative to find the optimal balance between virtual and actual realities.

Published Fri, Feb 4, 2022 · 09:50 PM

    IN July 2021, Morgan Stanley's chief legal officer, Eric Grossman, indicated in a memo to law firms his organisation instructed, that those who maintain remote working practices instead of returning to the office, will be at a disadvantage.

    In issuing this warning, Grossman cited his personal experience - "as we are already largely back in the office at Morgan Stanley, it is now clear to me that a hybrid meeting of live participants and Zoom participants is challenging at best". He added that as a "general rule", Morgan Stanley would not facilitate the use of Zoom for "critical" meetings, with a minor concession that it would deploy some technology innovations.

    Perhaps the most financially pertinent point in the memo to outside counsel was contained in these sentences: "We choose to hire you all because of the quality of your lawyers and the product they deliver. I strongly believe that firms that return to the office will have a significant performance advantage over those that do not."

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