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And still y’all are having D-measuring contests over which firm and which law school is better? Your firms will literally go bankrupt and lay you off if this continues.
Compared to that AMS donated Rs 15 cr from personal funds to Jiggles. I think he may have donated some crores earlier too. Anyway AMS and CR went on AMS donation sponsored trip to Japan, addressed the Diet there et al.
While folks at NUJS and even Bangalis (who suddenly matter to Kindness Co) may cry foul but it's just pointless bleatings of the sheep. Kindness Co have bigger fishes to barbecue and AMS is certainly invited to that party.
“We direct the Government of India and all states/UTs/Universities etc. to disassociate 3 of them forthwith and not to assign any responsibility which involves public funds”
https://www.livelaw.in/amp/top-stories/supreme-court-ncert-social-science-textbook-corruption-in-judiciary-suo-motu-contempt-525957
How should we read this? Does this mean dissociate only from Alok Prasanna, or also his organisation? Because another faction of Vidhi (Arghya Sengupta’s) keeps very good relations with both the Modi govt and the judiciary. They get tons of work from the Modi govt (which is their biggest funder) and they invite many current and former SC judges to their events.
There could be 2 solutions to this ambiguity:
1. Alok resigns from Vidhi and Arghya fully takes control. Because no statement yet from Arghya that he is standing with Alok. Silence so far.
2. A correction to the order exempting Vidhi. Because the court order also says: “This order shall be subject to their approaching this court for modification with an explanation.”
But they're nowhere Tier 1/2, it's a boutique firm of 50 odd lawyers.
Now academics researching on proper legal issues will suffer because of this foolery.
In the same week, I met with a partner at one of India's most prestigious tier-1 law firms. And separately, I spent time with one of India's wealthiest men, a billionaire who has built businesses spanning multiple countries, employing tens of thousands of people.
The contrast is something I cannot get out of my head.
The law firm partner, within minutes of sitting down, made it a point to tell me he doesn't engage with people who have less than five years of experience. He used words like "highly specialized group." He carried himself like he was doing me a favour by breathing the same air. I left that room feeling smaller than when I walked in.
The businessman treated me like I mattered. Warmly, genuinely, without any performance.
But it made me think about something I've been sitting with for a while. These firms operate in a protected domestic market. No real external competitive pressure forcing a culture reset. So the hierarchy calcifies. Seniority becomes the only currency. And the way you signal seniority is by making everyone below you feel it.
The businessman has actually built something. Thousands of families earn their livelihood because of decisions he made over decades. Genuine risk. Genuine skin in the game.
Yet he had more warmth in one conversation than I have encountered across multiple interactions with people a fraction of his stature in this profession.
Real security doesn't need an audience.
The legal industry talks a lot about mentorship and building the next generation. But it starts with how you treat a young person who walks into your room with nothing to offer you yet.
That businessman understood this instinctively. I wish more lawyers did.
The alumni base is strong in GLC, but that shouldn't be a surprise considering just how old it is. Besides these two factors, what REALLY sets GLC apart?
Most work is on commercial laws or labour laws. TMT work is negligible and majorly of their cash cow client.
With respect to the working hours - yes. In fact corporate lawyers make lesser per hour than lawyers in well-paying research centres or think tanks (which pay ~8 LPA) given the sheer hours of work, requirement to be available at all times, anxiety etc. It is only that the pay increases manifold with experience - but the stress and requirement to be available never reduces
a. Your definition of what being at the top will change as you grow
b. If the sole scale of comparison with Kapil Sibal is his income, that too as starting point then no doubt you will feel despair. ( I don't think he made the amount of money he makes at the beginning of his career.)
In my opinion, it is best to consider building blocks which might lead you to success- something that is required to become a competent lawyer. Figure out an area of expertise, think through how you will practice it, and build knowledge and skills required for the same. I know that it is very difficult to think about getting clients who will ultimately pay you- but that is a problem which will be solved as you spend years in practice. You will find people willing to pay you for your expertise.
After speaking with my colleagues, I can tell you that our internship-to-placement ratio has historically been higher for interns who had some form of personal interaction with us before the internship (apart from the CV obviously). This helps us remember them. This usually happens through alumni meets, judging moot courts, interactions with placement committees, or even identifying a common connection between the Partner and the intern.
I hope this helps. I also sincerely hope you are following the advice of people on this thread who actually work at law firms, rather than those who are still trying to get into one.