Deciding to internationalize a law firm is a strategic step that requires careful thought. This process can be approached from different perspectives, considering key factors such as client demand, partner capabilities and the firm’s specialization. The first question is: should we expand with a “business office” that accompanies clients, strengthens their relationships and expands their presence in other markets, or should we do it through prestigious local partners that offer rapid positioning? Both options are valid and not mutually exclusive, but success will depend on properly structuring the business model to achieve the objectives of positioning and profitability.

The internationalization process has many nuances. There are various regional and global networks or alliances, ranging from those that share brand, benefits and talent, to groups of independent law firms that collaborate on a non-exclusive basis. Each model requires appropriate configuration of partner compensation and governance, and the key to success will be to maintain a local identity while projecting a global presence, without compromising quality or consistency of service.

An initial strategy where the risks are lower will be to integrate into a global network. This type of alliance works very well when clients already operate in different jurisdictions and seek a unified service through a collaborative network, as in strategic alliances or memberships in international networks such as DLA Piper or Lex Mundi. This approach allows for global expansion without opening offices of its own, reducing costs and facilitating scalability. However, this approach can dilute the firm’s brand by relying on the reputation and skills of local firms.

Another more direct option is to open in-house offices in strategic jurisdictions, a strategy followed by firms such as Garrigues, Holland & Knight and Uría Menéndez in Latin America. This responds both to the need to follow clients and to offer specialized local services.

Firms such as Ecija, meanwhile, have opted to Acquire local firms in Latin America, specializing in areas such as technology law, where knowledge can “travel” well. This integration has been effective in global areas such as mergers and acquisitions, although others, such as litigation or administrative law, present greater challenges due to the differences between jurisdictions.

Once the approach has been decided, it is crucial to consider several aspects:

1. Client needs: Internationalization must be aligned with client expansion. If they require services in new markets, the firm must evaluate whether it can accompany them with an international network or with its own offices.
2. Specialization and scalability: Areas such as financial and corporate law, which are global in nature, are better suited to international expansion, as opposed to more local areas such as litigation, which present greater differences between jurisdictions.
3. Talent and internal structure: The firm must have the right talent to face international challenges and a flexible structure that adapts to each market without losing its identity.
4. Investment and risk: International expansion requires significant investment. Firms must carefully evaluate the risks and benefits, making sure they have the necessary resources.

In conclusion, the internationalization of a law firm must be based on a thorough knowledge of the market, internal capabilities and client demands. With a structured model and a clear vision, a firm can successfully face the challenges of global expansion, taking advantage of its flexibility to respond to demands in new markets.