by Bruce | April 22, 2005 | Articles, Globalization, Leadership, Marketing, Strategy, Technology strategy
This post will be in the nature of "piling on," usually an indefensible tactic but, dear reader, as I hope you will agree in this case, justified as an exercise in overcoming what is for many practicing lawyers a nearly insurmountable allergic reaction to...
by Bruce | April 20, 2005 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Practice Group Management, Strategy, Technology strategy
When it was first announced several months ago, I noted Reed-Smith’s creation of an ambitious initiative into executive education called "Reed Smith University," created in partnership with the Wharton School of Business. At the time, I asked...
by Bruce | April 19, 2005 | Articles, Cultural Considerations, Finance, Leadership, Partnership Structures, Strategy
Run a multi-hundred-million dollar a year enterprise without appointing a general counsel? Sounds like the kind of thing you’d advise your clients against in, say, a heartbeat? News flash: 26 of the AmLaw 50 firms are doing just that. Well,...
by Bruce | April 14, 2005 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy
Reader response to "It May Be More Than a Pond" has been very gratifying, with some genuine insights into the perplexing, and growing, difference in profitability between US- and UK-based firms. Put together, we may be approaching a viable theory of...
by Bruce | April 13, 2005 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Partnership Structures, Practice Group Management, Strategy
Thanks to Susan Raridon Lambreth of Hildebrandt International, guru of Practice Group Management, I was able to serve as blogger-in-residence at this conference held here in New York over the last two days. I’m happy to be able to report that the attendees...
by Bruce | April 9, 2005 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy
Sometimes it’s not the worst thing to confess bafflement—OK, perhaps "bafflement," which implies total cluelessness, is too strong, but I will at least cop a plea to not being confident how to truly explain something. That something is, as...