by Bruce | April 18, 2006 | Articles, Compensation, Cultural Considerations, Knowledge Management, Leadership, Practice Group Management, Strategy, Technology strategy
I’ve written before about the economic implications of living in a "tacit" industry (as opposed to a "transactional" or a "transformational" one—McKinsey’s coinage), but there’s more to say. A brief review of the...
by Bruce | April 13, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Partnership Structures, Practice Group Management, Strategy
The Irish Bishop George Berkeley (1561—1626) famously asked, " “If a tree falls in the forest and no one hears it, does it make a sound?” As a metaphysical question having to do with fundamental questions of epistemology, it remains...
by Bruce | April 12, 2006 | Articles, Compensation, Cultural Considerations, Finance, Partnership Structures, Practice Group Management, Strategy
Our last poll, asking "Are Associate Salaries Justified," drew just over 300 votes, and here are the results: Since it’s almost illegible at this resolution, here’s a recap of the breakdown: 36%, the plurality by far, representing the...
by Bruce | April 12, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Practice Group Management, Strategy
From a New York-based Latham & Watkins partner whom I consider a friend comes word for those of you who may have missed it that Clint Stevenson, the firm’s Managing Partner from 1967 through 1989, died on March 31, 2006 in Los Angeles, California at the age...
by Bruce | April 10, 2006 | Articles, Finance, Globalization, Knowledge Management, Leadership, Partnership Structures, Practice Group Management, Strategy, Technology strategy
"Lawyers and innovation are not words that people automatically put together," is how the FT starts its announcement of the launch of a ranking of the most innovative law firms, and individual lawyers, co-sponsored by the accountancy BDO Stoy Hayward and...
by Bruce | April 4, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management, Strategy
How well does your firm know its clients? More pointedly: How richly, truly, deeply does your firm understand your clients’ attitudes towards your firm at large, the services you provide, and the individuals who provide it? Even if your firm is in...