In the face of voluminous change in the legal services marketplace, Baker McKenzie’s managing partner in Australia, Anne-Marie Allgrove, is not only up to facing the myriad challenges but is also “energised by the possibilities” of such shifting sands.
In conversation with Lawyers Weekly, Anne-Marie Allgrove (pictured), Baker McKenzie’s national managing partner Down Under, said that 2025 was marked by, among other things: a continued rise in private capital, AI adoption and integration for businesses market-wide, large-scale investment flowing into cyber security, as well as into the energy transition, through renewables infrastructure and battery storage – all of which took place against the backdrop of increasing regulatory scrutiny.
The lesson, she said, is simple: “We [Baker McKenzie] need to continue to constantly adapt to a fast-changing environment and always horizon scan, to ensure our clients are ahead of their competition.”
Such adaptation, Allgrove said, is not new to the BigLaw player.
“The legal market in Australia has evolved significantly over the decades, and so have client expectations. Baker McKenzie entered this market in 1964 as the first global law firm, and more than 60 years later, our continued presence reflects an ability to adapt and stay relevant,” she said.
This year, she said, BigLaw firms like Bakers will face three ongoing and major priorities: “attracting and retaining top talent, integrating AI effectively into legal workflows, and delivering a truly connected global platform that meets local client needs”.
These factors, she said, will shape how firms compete and differentiate themselves in the market.
Bakers, she said, aims to be the “premier global law firm delivering local excellence”, and in 2026, it will focus attention on six key growth areas, which align with client priorities: energy, healthcare, technology, cyber security and data protection, private capital, and tax controversy.
“We are already leading in these sectors, but the opportunity for further growth is significant,” Allgrove said.
“By continuing to work together across borders and disciplines, and by staying agile to meet evolving client needs, we can turn these opportunities into lasting success.”
Achieving such growth and navigating the current economic and professional climate will require the global firm to be proactive, she said. That is, “anticipating change rather than reacting to it”.
This includes, she outlined, embracing technology, responding to regulatory shifts, and supporting clients through increasingly complex cross-border challenges.
“For us, adaptability is not just about strategy; it’s about mindset. By staying connected globally, working as one team, and listening closely to our clients, we can continue to deliver outcomes that matter most to them,” she said.
“For Baker McKenzie, our focus is on using technology and global reach to enhance client service, while ensuring our people have the support and opportunities to thrive”
“Success will come from balancing innovation with the human element because even as AI transforms the way we work, relationships and trust remain at the heart of legal services.”
Allgrove feels similarly about the firm’s approach to talent attraction and retention, calling its people one of its “greatest strengths” (while also being a headline challenge and priority).
“In a market where lateral movement is high, the war for talent remains a reality,” she said.
“Last year, we were pleased to welcome seven new partners and witness the return of several senior lawyers … these returns speak volumes about the environment we’ve built together.”
“Our ‘one team’ approach is not just a phrase – it’s how we work every day. By fostering an inclusive and diverse environment where people feel supported to thrive, we create a sustainable high-performance culture that enables us to deliver consistently for our clients and each other.
“This commitment to collaboration and mutual respect is what helps us attract and retain exceptional talent and ensures we continue to deliver excellence beyond borders.”
Looking ahead, Allgrove said that she is excited “by the art of what’s possible”.
“Combining creativity and technical excellence to find solutions to what are often perceived as intractable problems or challenges. Never before, in my career, have I been more excited by the advances being made in legal services through AI, machine learning and the calibre of young lawyers joining our firm,” she said.
All of which leads her to note she subscribes to the mantra that if one loves what they do, they’ll never work a day in their lives.
“After 32 years at Baker McKenzie, this remains as true as ever,” she said.
“It doesn’t mean there aren’t challenges, but I am energised by the possibilities and the people around me, our talent and our clients.”
Jerome Doraisamy is the managing editor of professional services (including Lawyers Weekly, HR Leader, Accountants Daily, and Accounting Times). He is also the author of The Wellness Doctrines book series, an admitted solicitor in New South Wales, and a board director of the Minds Count Foundation.
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