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So for each project, one partner is the origination partner for the entire client, and at our firm we give partners equivalent credit for “managing” distinct work streams for other partner’s clients. This incentivizes collaboration, in theory.
So the question that gets grappled with is how much do we split up the project into different matters?
For instance, one train of thought is that it would make sense to do a real estate matter, tax matter, permitting matter, etc so that the partners leading each of those work streams is receiving credit for their contributions to the overall project.
The other train of thought (less popular obviously) is, all of these work streams should just be under one project matter.
Anyone have similar issues?
AP - once upon a time I was a partner at Mayer Brown where the matter originating partner got 100% and the matter managing partner got 100%. That sounded good but the 200% allocation was a complete fiction. The matter originating partner got 100% credit and the matter managing partner got a hearty handshake.
I don’t believe any firm that espouses a “200% rule”. Best case scenario is that the total allocation is diluted; worst case scenario is that the non-originating partner gets hosed.