Walker Clark
Worldview Archives
Caribbean Watch List for 2026
Caribbean law firms face a more complex mix of economic, regulatory, and geopolitical forces in 2026 than at any time in the past decade.
Five developments deserve particular attention and, for many firms in the region, should be part of their business strategy at least for the next three years.
Southeastern Europe Watch List for 2026
Law firms across Southeastern Europe enter 2026 facing a mix of opportunity and risk shaped by EU enlargement dynamics, regional investment flows, and shifting energy and security architectures. Five developments stand out as especially important for law firms in the region to monitor closely in 2026.
Regulatory Analysis for Law Firms
Regulatory analysis is a perfect example of how regular, intentional analysis can yield immediate, sustainable improvements to profitability through greater protection from risk.
How could Trump Administration trade policy with China affect law firms and their clients?
Sarah Max continues her discussion of the financial implications of a second Trump administration. In this post, she unpacks some of Trump’s economic policies with respect to China and how those impacts are expected to affect the international financial industry.
What impacts should law firms expect from proposed Trump Administration tax policies?
This is the second of a series of articles about how the demand for legal services might change over the next two years under the Trump Administration. This article focuses on the effects of proposed changes to taxation.
What should law firms (and their clients) anticipate from the incoming Trump Administration?
With an impending administration change in the U.S. on January 20, 2025, many of our clients and professional friend have asked us the same question: What will the second Trump administration mean for my firm?
This is the first of a series of articles about how the demand for legal services might change over the next two years.
The Antidote to Fear
In recent confidential discussions with law firm leaders around the world, the author has noticed a very interesting apprehension that seems to be emerging as they consider the business prospects for their firm in for the next two to five years.
How then, can a law firm navigate through the strategic fears about the rest of the decade -- even the rest of 2025 -- with a reasonable degree of confidence?
Beware consensus.
Do you and your partners pride yourselves on the fact that "as partners we never proceed unless we have consensus?"
Or that "we have voting rules but never need to use them, because we prefer to come to a consensus?"
So, what does this commitment to consensus actually say about your partners' decision making process, your professional and business culture, and the ability of your firm to adapt to, and respond rapidly and efficiently to, a changing business environment?
Surprisingly, very little and not what you might expect.
