by Bruce | February 17, 2022 | Articles, Business Models, Cultural Considerations, Finance, Leadership, Strategy
In our first installment of this two-part series, we left off by asking why the composition of the Fortune 500 across a quarter-century span, from 1995 to 2020—widely thought of as an era of widespread disruption for major corporations—had actually been remarkably...
by Bruce | February 9, 2022 | Articles, Business Models, Cultural Considerations, Leadership, NewLaw, Strategy
As glimmers of dawn begin to appear (shock! awe! disbelief!) at the end of our long night of Covid, it seems timely to address the question of how leaders can plan for a new period that is completely unknowable. (I know, I know; “Don’t jinx it, Bruce, by...
by Bruce | October 30, 2021 | Articles, Build Back Better, Business Models, Cultural Considerations, Finance, Leadership, NewLaw, Strategy, Technology strategy
This is our original unedited version of an article which our friends at Thomson Reuters’ Forum magazine were kind enough to print in the current issue. Now that they have had it exclusively for a suitable grace period, we reproduce it below for readers of Adam...
by Bruce | October 22, 2021 | Articles, Branding, Business Models, Client Relationships, Cultural Considerations, Leadership, Marketing, Practice Group Management, Strategic Client Management, Strategy
We’ve had our corporate checking account with Bank of America for over 15 years. This is the story of why it’s no longer there. A few weeks backI got a letter in the mail from BofA and luckily did not toss it aside unopened as very-likely-spam. It...
by Bruce | October 8, 2021 | Articles, Business Models, Finance, Globalization
ALM recently released its “2021 Global 200” law firms. (The “2021” rankings reflect FY 2020 results, as is ALM’s somewhat perverse custom.) These are, by their count, the largest 200 firms in the world by revenue. They also released the “2021 Global” firms ranked...
by Bruce | July 6, 2021 | Articles, Build Back Better, Business Models, Finance, Partnership Structures, Practice Group Management, Strategy, Technology strategy
We’ve written at fair length about our “maroons/grays” model for segmenting the law firm industry. Essentially, the model rejects customary or traditional dimensions of “compare and contrast” including: Size (revenue or headcount) Type of firm (litigation boutique,...