Rödl & Partner

Comment: Rödl is on the move. After the shakeup of management level and the introduction of practice groups, the MDP has now driven internal digitalization forward – not only getting itself fit for the future, but also with a view to offering clients added value. Rödl already made great strides in tax advice, which is naturally more standardized than legal work, making a changeover to digital processes virtually inevitable (e.g. in accounting or tax compliance). In legal activity, digitalization will create capacities for more complex advice, enable more flexible prices and simplify the processing of international instructions around the globe. If Rödl succeeds in the changeover, it could raise its unusually broad setup for a midsized outfit to new heights. It is already clear today that the combination of an MDP approach and numerous international offices is well received by the predominantly Mittelstand, owner-managed client base and often the reason for new client connections. Rödl advised a German family business for the first time on a company acquisition and debt finance in several eastern European countries. In addition to the classic approach of advising German companies abroad, the firm is advising more international investors, esp. from China, on their activities in Germany. The Tehran office is playing a part in this development. Besides corporate work, Rödl broadened its international approach in other practices too: in Stuttgart, a lateral from Warth & Klein is now in charge of international tax law.
Recommended for: ?Company succession and trusts, ?construction, ?corporate, ?energy, ?M&A, ?tax. Distribution and franchising, transport law.
See also: ?Bavaria, ?Cologne, ?Stuttgart, ?Munich.
Lawyers in Germany: 182
International network: From its Nuremberg head office, Rödl has built up a global network of offices (esp. Europe, Asia, North and South America).
Developments: In the course of its renewal, Rödl put a new training program in place that aims to bring the lawyers closer to the work of the tax advisors and accountants. As well as teaching business management knowledge, the program is to focus on supporting lawyers in obtaining a specialist lawyer or tax advisor title. With this, the firm is tying its various disciplines even more closely together – thus building on the advantage it has over traditional law firms. For a firm like Rödl, which primarily banks on organic growth, this strategic development of young talent is essential. To raise its clout even faster, Rödl will not be able to avoid growth by laterals in the medium term. The new hire in Stuttgart is the first step on this path. Continuing along this route is more pressing than ever, as six young Nuremberg partners turned their backs on the firm to launch as Theopark, and a young partner went to KPMG Law. Although Rödl was able to quickly rebuild its associate base, the departures were painful – esp. as all of the young partners were home-grown Rödl lawyers.
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