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The current recession has forced law firms to focus on talent management, an exercise they were able to play down during preceding decades when demand for legal services exceeded the capacity of law firms to supply services. Back then, it seemed that the greatest challenge facing law firms was how to fill the incoming class with graduates of leading law schools; how to retain them beyond their initial training into the years of greatest productivity for the firm; and at partner level, how to deflect highly productive partners from the allure of higher compensation and a “stronger” platform.
New challenges spring from the excess, for the time being, of supply over demand for legal services. Law firms are responding by reducing capacity (5,259 lawyers laid off by the NLJ 250 in 2009); this may alleviate short-term problems but, as we discuss in this article, smart firms are using this as an opportunity to reshape their model and to attract and retain lawyers, not merely by paying more, but rather as part of strategic planning to compete more effectively in the future.
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The Article 8 opt-in election adds an additional layer of complexity to the already labyrinthine rules governing perfection of security interests under the UCC. A lender that is unaware of the nuances created by the opt in (may find its security interest vulnerable to being primed by another party that has taken steps to perfect in a superior manner under the circumstances.
This article highlights how copyright law in the United Kingdom differs from U.S. copyright law, and points out differences that may be crucial to entertainment and media businesses familiar with U.S law that are interested in operating in the United Kingdom or under UK law. The article also briefly addresses contrasts in UK and U.S. trademark law.
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