Regulation & Law

Larren Nashelsky (Morrison & Foerster): “We are committed to having a one-firm culture”

Chair and Chief Executive Partner of Morrison & Foerster since 2012, Larren Nashelsky takes the lead in setting policy and providing strategic direction to the firm. In a recent interview with Leaders League, he decodes the firm's internationalization strategy, management organization as well as remuneration system.

Chair and Chief Executive Partner of Morrison & Foerster since 2012, Larren Nashelsky takes the lead in setting policy and providing strategic direction to the firm. In a recent interview with Leaders League, he decodes the firm's internationalization strategy, management organization as well as remuneration system.


Leaders League. How has Morrison & Foerster become a global player?

Larren M. Nashelsky. The firm was founded in 1883 by Alexander Morrison in San Francisco, a city built and sustained by innovators. That spirit of innovation continues to inform the work we do, even as we’ve grown beyond our San Francisco roots to become a global player. In addition to the firm’s strong footprint in the U.S., we are the leading international firm in Japan and continue to expand in Asia, with the success of opening an office in Singapore in early 2013. We’ve also had tremendous success in Europe with the opening of our Berlin office in late 2013. Today the firm is recognized throughout the world as a leader in providing cutting-edge legal advice on matters redefining business across a network of 17 offices in key technology and financial centers in the United States, Asia, and Europe.

 

Leaders League. With approximately 1,000 lawyers, how is the firm management organized?

L. M. N. We are committed to having a one-firm culture. As we have grown globally, that commitment has sustained a collaborative culture among our deep pool of talent across the globe to provide our clients with first-rate service. We place great emphasis on firm-wide coordination of decision making and teamwork. It’s important that we maintain an environment and culture where everyone at the firm is invested in our success and are proud of our accomplishments.

 

Leaders League. Could you describe your partners remuneration system (lockstep vs. eat what you kill)?

L. M. N. Our remuneration system reinforces our collaborative culture and is a thoughtful process that considers all the ways each partner contributes value to the firm. We have a diverse compensation committee comprised of 15 partners that meet with every partner at the firm for a consensus-driven process that determines compensation.

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