Comment: Görg continues to see client work as a task for partners; personal advice has priority for the more than 100 partners. Although the firm is not closed off to laterals, this approach means that young lawyers can advance year after year, not only at the Cologne head office, which is still the largest. Görg appointed two partners in Berlin, for instance. It is noteworthy that the partner-centric structure no longer encourages a go-it-alone mindset. On the contrary: Görg now brings this approach best into play where various specialties come together. The real estate lawyers, for instance, are increasingly drawing on the know-how of the large restructuring team for transactions and project development, while the public procurement lawyers are working more on the interface with real estate and energy law. The IT lawyers, who are gaining a foothold in the financial sector via the Frankfurt office, are active in IT outsourcing projects with the public procurement lawyers. This is also helping laterals quickly become part of the overall firm: employment lawyer Burkhard Fabritius, who came from Flick Gocke Schaumburg, formed a team with the extremely successful insolvency lawyers in the insolvency administration for promotional material company Creatrade/Schneider. Frankfurt – an office neglected in the Görg universe at times, which has been rebuilt by dedicated Berlin partner Dr. Roland Hoffmann-Theinert – welcomed a number of partners from Morgan Lewis & Bockius. These reinforcements in corporate/M&A and real estate still need to prove themselves, but the firm is now credibly homing in on a headcount of around 40 lawyers in Frankfurt – capacities that seemed illusive five years ago.
The positive overall development and reduced reliance on the dominant insolvency and restructuring practice are also shown by Görg’s attractiveness to first-rate laterals. Following M&A expert Dr. Oliver von Rosenberg and team, tax lawyer Dr. Adalbert Rödding joined the Cologne office. Both came from Freshfields’ now-closed Cologne office. Görg thus seized the opportunity to bring in a tax specialist to support its M&A practice in transactions. Before then, the firm only offered tax in Hamburg through its own tax advisory/accounting group.
See also: ?Berlin, ?Cologne, ?Frankfurt, ?Hamburg, ?Munich.
Lawyers in Germany: 278
International network: Open network with other independent firms.
Developments: When Essen became the capital of the German insolvency scene overnight in 2009 due to the Arcandor insolvency, Görg was in the right place – with almost 20 skilled fee earners who made the choice of Görg plausible for the Essen insolvency judge. Although it is still wise to keep an office here for insolvency administration, the team has now shrunk to four fee earners. There are no doubt numerous reasons for this, but it suggests that the legal world has changed even for a more traditional firm like Görg: location is no longer as relevant. The large firm is contributing to this itself, as it set about seriously driving the digitalization of its own organization and client work. But the development of this, supported by management in more of a moderating capacity, is left up to the practices: in employment and public procurement, as well as advice to creditor pools in insolvency, Görg is working on IT-focused solutions to capitalize on its own know-how as a law firm 2.0.
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