That DLA Piper should become embroiled in shoulder-shoving over something as marginal as partner stakes in LawVest says a lot. This is on some readings the world's largest law firm – that partners are getting worked up over personal holdings in the much-touted but still embryonic 'market-disrupting service delivery model' seems a little odd. And that a good deal of the anger is focused on the firm's co-chief executive Nigel Knowles (pictured) is particularly telling.

Knowles has led the firm since 1996 and, until relatively recently, his authority went unquestioned. A few reverses – in particular losses the firm sustained several years back in the Middle East – changed that dynamic. The anger over LawVest – which emanates largely from the firm's northern heartlands – suggests DLA's partnership hasn't entirely forgiven or forgotten.

The episode also says something about the angst over where DLA goes under the leadership of Knowles and new co-chair Tony Angel. Though the firm continues to pursue global expansion at a frenetic pace, the effort to get larger will not be in every area. In some fields, DLA is aiming to tilt upmarket and this means leaving some areas of its business behind.

In part, this is a necessary element of rationalising a practice that, on its UK/international side, has been through a string of mergers. Some practices will likely be stripped down – there will also be a thorough debate about whether the firm needs to maintain as many regional offices in the UK.

Then there's the London issue. The firm was one of the most successful national entrants into the City until the mid-2000s, but it was a practice too reliant on the credit boom. The last five years have not seen the progress they could have, and there will be voices pushing for something dramatic – like City merger dramatic – to address this.

Understandably, the mood among DLA partners has been somewhat unsettled by the choice of Angel, who, as Linklaters' former change agent-in-chief, garnered a reputation for being ready to make some tough calls.

On that regard, the fears are probably overdone. Angel was a far more precise surgeon than the crude axe-man he is often portrayed as. And it's worth noting that, though there were a good number of partner departures at Linklaters on Angel's watch, the firm back then generally managed the civilised art of staying on decent terms with its former colleagues.

The mixture of personalities and the history look fascinating, as do the varying narratives I have been told by senior DLA men about what Angel's appointment signifies. It remains possible to imagine DLA Piper circa 2012 going on to achieve a major global breakthrough or, alternatively, a messy calamity. I chewed over some of these issues recently with Angel and Knowles in a video interview, which will be on legalweek.com shortly.