by Bruce | November 17, 2005 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Partnership Structures, Strategy
A recent poll/post about the "optimal" partner compensation system produced interesting—and very mixed, a/k/a divided—results, with the option "there’s no such thing" coming in second overall. Off-line, I had a subsequent...
by Bruce | November 16, 2005 | Articles, Compensation, Cultural Considerations, Finance, Leadership, M&A, Partnership Structures, Strategy
A recent post that received a fair amount of attention (or notoriety, as you prefer) was that recapping a presentation by Prof. William Henderson of Indiana University School of Law/Bloomington about the relative profitability of firms that converted to two-tier...
by Bruce | November 15, 2005 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Marketing, Strategy
Quick quiz: Q1: If you made $125,000 in 2000, how much would you have to make in 2005 to have the same purchasing power (straight CPI adjustment per the Minneapolis Fed)? A1: $141,250. Now add in this observation, from one of the leading law...
by Bruce | November 14, 2005 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Marketing, Strategy
Today I submitted the following book review to my friends at ALM Media. No telling if they’ll publish it, but the loyal readers of Adam Smith, Esq. deserve a look no matter whatFull disclosure: I count Bruce Marcus a friend (although I have never met or spoken...
by Bruce | November 12, 2005 | Finance, Globalization, Leadership, M&A, Strategy
I’ve written previously of my firm conviction that it’s people who make the times and not the times who make the people, and we’ve seen it in action again vis-a-vis the demise of Coudert. The two firms who pounced on the situation the fastest...
by Bruce | November 11, 2005 | Articles, Compensation, Cultural Considerations, Finance, Partnership Structures, Strategy
In light of my post earlier this week recapping the extensive empirical evidence on the hazards (or, at least, the not-to-be-assumed, non-automatic, benefits) of shifting to a two-tier partnership model, news that Gibson-Dunn is considering just such a move is...