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MENARA IMPERIUM 30TH FLOOR, JL H R RASUNA SAID KAV 1 KUNINGAN, JAKARTA 12980, INDONESIA
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Work +62 21 831 5005
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www.lgsonline.com

Mohamed Idwan Ganie, Managing partner

Managing partner Mohamed Idwan Ganie explains how Lubis Ganie Surowidjojo is adapting to clients' changing needs.

What do you see as the main points that differentiate Lubis Ganie Surowidjojo from your competitors?

Lubis Ganie Surowidjojo (LGS) was founded in 1985 by Timbul Thomas Lubis, Mohamed Idwan (‘Kiki’) Ganie and Arief Tarunakarya Surowidjojo. LGS’ managing partner, Mohamed Idwan (‘Kiki’) Ganie, has more than 30 years of legal experience, and specialises in commercial transactions and commercial litigation, including alternative dispute resolution and has acted as an expert in a number court and arbitration proceedings. LGS specialises in both Commercial Transactions and Commercial Disputes, including criminal law. As well as helping to put the deal together we can also help to prevent or solve problems in its implementation.

Our lawyers are specialised in confirming what the legal problem is, but do not leave the solution to the client, they are also trained to suggest commercial solutions to what has started as a legal problem or legal solutions to what has started as commercial problems.

Which practices do you see growing in the next 12 months? What are the drivers behind that?

Firstly, debt restructuring (mainly in the mining and shipping sector because of falling commodity prices and freight cost), secondly infrastructure including power plants, toll roads and ports because of the government's focus on long overdue infrastructure, thirdly anything directly or indirectly connected with the tourism sector because of the government program to increase revenue from tourism and fourthly, compliance, because of increased compliance requirements.

What's the main change you've made in the firm that will benefit clients?

There is no 'one fits all' method. Every client is different, with different requirements and preferences. We try to address changing requirements of our clients and their different requirements. We are skilled at servicing both existing and anticipated client needs. Whilst we provide commoditised as well as bespoke legal products, the service in both cases is always tailor made to fit the specific requirements of the respective client.

Providing 'more for less'. We believe in 'value for money'. We are continuously trying to increase value and to be more effective and efficient and to apply economies of scale to decrease individual legal cost. To do the walking and not only the talking, we have obtained an ISO 9001/2008 accreditation issued and regularly audited by Lloyds, the objective of which is continual improvement in terms of effectiveness, efficiency and client satisfaction. While mere client satisfaction is the aim of law firms generally we also want clients to return to us in the future.

Is technology changing the way you interact with your clients, and the services you can provide them?

Yes, technology can change the way of interaction and services. The question is always: for better or for worse? We try to use technology only with the objective that it increases value and or lowers cost.

Technology is changing the way we communicate with our clients. However, irrespective of technology one of our core values is the 'service value' called PARA, which stands for Punctual, Accessible, Responsive, Reliable and Accurate. To this core service value we will apply our improvement core value called 'FSC' which stands for Faster, Simpler and more Cost-effective/Efficient. This will determine the technology we use to translate into more value at lesser cost.

Technology is also changing the services we can provide, especially how we deliver them (faster, simpler and more cost-efficient).

Can you give us a practical example of how you have helped a client to add value to their business?

Adding value depends on the specific circumstances and requirements of the client. We start from the assumption that there is no universal way to do that.

For example, where several clients had the same legal problem caused by new laws, regulations or policies they agreed to jointly instruct us and shared the legal cost. Where we have initially proposed that, now this same or even wider group of clients comes together upon their own initiative on the understanding that our cost will be shared among them.

Another example is where the client has a legal problem which requires various specialisations, which no single local firm can provide and we then build a dream team of only the best lawyers this country can provide. Clients trust that we know who the best are in the legal industry and that we can negotiate a better deal in terms of legal cost and level expertise than they could themselves. All within the shortest period of time. Our main objective is the best interest of the client.

Are clients looking for stability and strategic direction from their law firms - where do you see the firm in three years’ time?

Yes, clients are increasingly looking for stability (or better: sustainability) and strategic direction. We have made it our mission not only to service existing but also anticipated client needs. We are therefore skilled not only to advice what the 'the law says', but also what the clients could or should do to solve the legal aspects of a legal or commercial problem or to support clients' strategic direction.

In three years’ time we see the firm having achieved its mission to be the Indonesian firm with the largest transaction and dispute resolution division and with the largest network of branch offices throughout Indonesia to provide not only expertise on central government laws, regulations and policies, but also regional laws, regulations and policies, and to provide assistance wherever the legal issues arise within Indonesia. All that with a view to increase value, to be more effective and cost-efficient for the benefit of our clients and also to assist other firms who require legal services in the region (provinces) of Indonesia.

Legal Developments by:
Lubis Ganie Surowidjojo

  • Public Private Partnerships Under the 2015 Presidential Regulation

    The President’s Office has issued Presidential Regulation No. 38 of 2015 on the Cooperation Between the Government and Business Entities in the Provision of Infrastructure (“PR No. 38/2015”). PR No. 38/2015 replaces the previous Presidential Regulation on the same issue, Presidential Regulation No. 67 of 2005 as last amended by Presidential Regulation No. 66 of 2013.
    - Lubis Ganie Surowidjojo

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