by Bruce | August 22, 2005 | Articles, Cultural Considerations, Knowledge Management, Leadership, Practice Group Management, Technology strategy
It sounds counterintuitive, but is it possible that "knowledge workers" (that would be us) need more supervision than they’re getting, not less? So proposes Thomas Davenport, professor of IT and management at Babson College (in Wellesley, Mass.)...
by Bruce | August 20, 2005 | Articles, Globalization
Update 2: Here’s the Bloomberg News story, in which yours truly is quoted. Update 3: The Wall Street Journal. Update 4: The New York Law Journal. This article implies that one reason a firm-saving merger couldn’t be pulled off at the end was...
by Bruce | August 18, 2005 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy
We note with great sadness the passing of a 150+ year old firm, a pioneer on the international scene in ways many are still trying to emulate. (Also here.) The firm’s demise strikes me as exceedingly unnecessary—given the long perspective—but...
by Bruce | August 17, 2005 | Articles, Compensation, Cultural Considerations, Leadership, Marketing, Strategy
Sometimes it doesn’t hurt to be reminded of the obvious. Permit me to remind you: Ours is a talent-driven profession. Professionals—"elevator assets"—are highly mobile. The best people are always in limited supply. Turnover is...
by Bruce | August 15, 2005 | Articles, Finance, Globalization, Leadership, Strategy
Pop quiz: Q.: How many of the AmLaw 100 have a presence in London? A.: 70. Surprised me as well, but apparently the number is only going to rise. Reportedly on the prowl for merger partners in London are Cooley Godward, Heller Ehrman, Proskauer...
by Bruce | August 12, 2005 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Partnership Structures, Strategy
Imagine a highly productive partner with a stand-out book of business that other firms would salivate over, years of experience and accumulated wisdom, and deep ties to blue-chip clients. What are the odds a firm would introduce a clause in its partnership...