Kent A Gardiner

October 15, 2021 | The American Lawyer

Former Crowell & Moring chair Kent A. Gardiner on how firms can better overcome barriers with the help of their senior leaders.

By Kent A. Gardiner

8 minute read

June 13, 2011 | National Law Journal

A first-class knowledge-management program is now as central to a law firm's success as a library once was.

By Kent A. Gardiner

8 minute read

November 12, 2007 | National Law Journal

When a larger firm merged with a 20-lawyer boutique, the integration of the two shops could have been messy. But Crowell & Moring explains how it successfully brought a new group of attorneys into the fold.

By Kent A. Gardiner

9 minute read

June 06, 2011 | National Law Journal

Redefining the value firms provide clients is the only way to avert a downward spiral of commoditization of legal services.

By Kent A. Gardiner

8 minute read

February 27, 2006 | National Law Journal

When a firm wins a quality of life award, does that mean they're not working as hard as other firms? One firm says no.

By Kent A. Gardiner

9 minute read

April 04, 2013 | Daily Report Online

Mark Twain's classic commentary - on the ironies of how we see and value each other as we grow in our own experiences - is timeless and, it seems, universal even to law firms.

By Kent A. Gardiner

11 minute read

November 15, 2007 | National Law Journal

When a larger firm merged with a 20-lawyer boutique, the integration of the two shops could have been messy. Crowell & Moring chairman Kent Gardiner explains how his firm successfully brought a new group of attorneys into the fold.

By Kent A. Gardiner

9 minute read

March 25, 2013 | National Law Journal

In the past few years, senior law firm leaders have been amazed at how much our junior associates actually know. They, of course, haven't changed; we have, in our understanding and appreciation of what they have to offer.

By Kent A. Gardiner

11 minute read

November 23, 2007 | New Jersey Law Journal

We are in an era of law firm consolidation and rapid-fire lateral movement. In that environment, firms devote much of their energy and resources to the "chase." As the stories of failed mergers attest, comparatively little attention is paid to successfully integrating the new lawyers into the firm's clients, practice areas and culture.

By Kent A. Gardiner

7 minute read

November 19, 2007 | Law.com

In an era of law firm consolidation and rapid-fire lateral movement, firms devote much of their energy and resources to the "chase." Potential lateral candidates are wined and dined, and promises are made about the melding of cultures, the flexibility of rules and the lateral lawyers' ability to influence their new organization. But then the honeymoon ends. Crowell & Moring Chairman Kent Gardiner describes how his firm worked to make the addition of four boutiques go as smoothly as possible.

By Kent A. Gardiner

8 minute read