by Bruce | May 29, 2018 | Articles, Business Models, Cultural Considerations, Globalization, Leadership, Partnership Structures, Strategy
Our custom after trips of some substance is to report back to readers in the form of a “Letter From ____,” and since I spent all of last week in my Second Favorite City in the World, here you have it. Logistics and context I had 21 meetings in four days with a mix of...
by Bruce | April 27, 2018 | Articles, Business Models, Compensation, Finance, Leadership, Partnership Structures, Recruiting, Strategy
The compulsively readable James Stewart of The New York Times, who authors the weekly “Common Sense” column, which ranges widely across the business landscape, just published “$11 Million a Year for a Law Partner? Bidding War Grows at Top-Tier...
by Bruce | February 9, 2018 | Articles, Business Models, Cultural Considerations, Leadership, Question of the Month, Strategy
This column is by Janet Stanton, Partner, Adam Smith, Esq. Dear Readers, Succession planning has been much on our minds lately, in part because it is so rarely on the minds of most law firms or lawyers. And as Bruce noted when posing this question, “according to the...
by Bruce | January 29, 2018 | Articles, Business Models, Cultural Considerations, Finance, Globalization, Leadership, Practice Group Management, Strategy
Our friends at Thomson Reuters Legal Executive Institute asked us if we might share some thoughts with them on this year’s always enlightening and probing Report on the State of the Legal Market and they published our reflections a few days ago. We are delighted...
by Bruce | January 24, 2018 | Articles, Business Models, Finance, Strategy
OK, that’s an uncivilized headline, so we can dignify matters by calling the NewLaw Revenue S-&$*(# the NewLaw multiplier. This multiplier, however, is not your friend. In economics the concept of “multipliers” is widely applied. Keynes famously argued in his...
by Bruce | December 29, 2017 | Articles, Branding, Business Models, Finance, Leadership, Partnership Structures, Practice Group Management, Strategy, Technology strategy
I’m coming to the conclusion that BigLaw is not one business, but two different businesses. Some firms (a minority) are in one business, but most firms are in another business entirely. Note what I am not saying: I’m not saying some firms have one business model and...
