by Bruce | May 4, 2006 | Articles, Compensation, Cultural Considerations, Leadership, Practice Group Management
CFO magazine (along with the usual sources) reports that at Raytheon’s annual meeting yesterday the company announced that it would freeze CEO William Swanson’s salary at its 2005 level and reduce his restricted stock eligibility by 20%. Not...
by Bruce | April 29, 2006 | Articles, Compensation, Finance, Globalization, Leadership, Practice Group Management, Strategy
Here at "Adam Smith, Esq.," the release of the annual AmLaw 100 feels a bit like Super Bowl weekend; there are lots of stories to report. Fortunately, here in virtual space, we have unlimited newsprint and ink. Here are a few more ways to slice the...
by Bruce | April 26, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management
One of the topics most regularly (should I say, "compulsively?") bruited about, with far and away the least actual impact on anything to show for it, is "alternative billing," also known as anything but the billable hour. I have my own theories as...
by Bruce | April 24, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Practice Group Management, Strategy
Here’s a success story by any measure: "It’s a profitable formula: [Company X’s] 387% return to shareholders over the past five years handily beats almost all other companies in the Standard & Poor’s 500-stock index, including New...
by Bruce | April 21, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Partnership Structures, Practice Group Management
"An associate at a major, national firm" wrote recently with this lament: "Lately, I really have been plagued by how law firms are managed: I see the inefficiencies and how employees are treated (both at my firm and at other firms), and I...
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...
