Home of innovation

When I took office as President of the Edinburgh University Law Society in 1970, little did I imagine that 40 years later I would become President of another Law Society based in Edinburgh and with far greater responsibility than just organising a few learned lectures and debates and a fairly enjoyable annual dinner.

Even less so did I imagine the changes which have taken place in the profession since I entered it in 1971. Adapting to change is nothing new for solicitors. When I joined the profession in the early 1970s, the partners at my firm were bemoaning the changes to their cosy existence brought about by the Conveyancing and Feudal Reform Act – the first major reform of conveyancing since 1924. Decimalisation in 1971 had spelled the end of charging fees in guineas (the equivalent of 21 shillings, or £1.05 for those too young to remember). Then came the introduction of VAT – “becoming unpaid tax collectors for the Government” in the words of one veteran solicitor at the time – and the abolition of feuduty, a staple of many a cash department. And so it went on. In truth, however, the pace of change was snail-like in comparison with today’s reform process.

Drive to innovate

There have been huge changes in work practices due to technology, the recession, outsourcing, the availability of legal advice on the internet, client pressure, and billing arrangements (not in guineas).

In Scotland, as well as England & Wales, the introduction of alternative business structures is just around the corner and implementation of the Gill review of our civil courts is also on the horizon. The legal aid system faces a number of challenges, not least from the Cadder v HMA case and looming budget cuts. The European Convention on Human Rights may require governments to have uncapped legal aid budgets, but in an economic environment of public spending cuts we must anticipate that availability of legal aid will become more and not less restricted.

In summary, the traditionally conservative legal profession, rather than being immune from change, is facing more change and a greater pace of change than at any other time in the past. Now more than ever solicitors need to be innovators, while continuing to deliver high quality services efficiently and profitably (for profit as well as cost effectiveness drives private and in-house practice, and quality service deserves a suitable reward).

But we must also consider new ways to deliver services, whether it be through online business, buying in outsourced services where necessary or learning new project management skills. And throughout, it serves us all well – solicitors, clients, society in general – to maintain a healthy and constructive debate about the pace and extent of changes to come.

Scotland to the fore

What was true 30 years ago, remains so today – the solicitors’ profession in Scotland adapts to change quickly and effectively, continuing to operate successful, profitable practices that deliver quality legal services. We can and will continue to do so. There has always been diversity in our profession – large and small firms, urban and rural, this specialisation or that – but then and now we have always been able to unite around the badge of solicitor. That is what our clients trust and what we must continue to offer.

We live and work in interesting and exciting times, as I am constantly reminded during my many meetings with colleagues around the country, and with leaders of bars from jurisdictions all around the world. What is reinforced in my discussions with lawyers from other jurisdictions is the understanding that we in Scotland are at the forefront of change, are receptive to change and lead many other larger jurisdictions with our initiatives, not least our recent much praised review of legal education and our paralegal project. It is my privilege and pleasure to lead your profession as we navigate so many changes. I look forward to facing the challenges with you.