by Bruce | June 26, 2026 | Articles, Branding, Business Models, Client Relationships, Generative AI, Leadership, M&A, Partnership Structures, Strategy
In the past we have written that for law firms scale—number of partners and total lawyers, number of offices, total revenue, &c.—doesn’t really matter. The distinctions that clients care about center around specific domain/practice area expertise, track record, a...
by Janet Stanton | August 3, 2025 | Articles, Branding, Client Relationships, Cultural Considerations, Marketing, Strategic Client Management
The following column is by Janet Stanton, Partner, Adam Smith, Esq., LLC–Bruce Firms are increasingly realizing the value of expanding relationships with their existing clients – be it involving more partners, additional practice areas, offices or other...
by Janet Stanton | June 30, 2025 | Articles, Client Relationships
The importance of enhanced client focus continues to ratchet up. With good reason. In the “battle for market share” your current clients are both more valuable and vulnerable than before. Further, as supported in numerous studies, nurturing and building...
by Bruce | June 6, 2024 | Articles, Branding, Business Models, Client Relationships, Finance, Leadership, Marketing, Strategic Client Management
This column is by Janet Stanton, Partner, Adam Smith, Esq. At far too many law firms, client or matter intake consists of a perfunctory credit and conflicts check, and you’re off to the races. This forfeits the opportunity to intentionally and purposefully manage the...
by Bruce | January 17, 2024 | Articles, Branding, Client Relationships, Cultural Considerations, Marketing, Practice Group Management
The following column is by Janet Stanton, Partner, Adam Smith, Esq. For unfathomable reasons many law firms and lawyers eschew client feedback. The reason we’re baffled by this is that at its most basic, the business of law firms is to serve client’s needs. Let me...
by Bruce | June 20, 2023 | Articles, Branding, Business Models, Client Relationships, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Practice Group Management, Recruiting, Strategic Client Management, Strategy
Something that feels structurally different seems to have developed in the lateral market. The ambition of this essay is to describe what we think it is, why it has developed, and what it portends for the future of BigLaw. Plus, with any luck, some ideas or at least...
