by Bruce | March 2, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, M&A, Partnership Structures, Strategy
In my last post, I referred somewhat obliquely to "long-term threats to the privileged positions" of firms, pointedly including large and prosperous firms (not just the struggling, the stragglers, and the stagnant). What exactly might those threats be?...
by Bruce | March 2, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy
I’ve written before with some passion about the need for law firms to think and to act strategically. The "act" part should follow as the day the night, but of course it’s not that simple. Why does this matter? Why is it, in...
by Bruce | February 24, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy
It’s a rare privilege to see a candid discussion of a major firm’s strategy in the press, so I urge you to run to this piece in The New York Law Journal, essentially an interview with Rohan Weerasinghe, Shearman & Sterling’s new chairman, about...
by Bruce | February 20, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, M&A, Marketing, Strategy, Technology strategy
What will the structure of the global legal marketplace look like in, say, 2015? Before you exclaim either, "Who on earth knows?" or "What a silly thing to speculate about!," permit me to draw your attention to the duel, or at least face-off,...
by Bruce | February 19, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Marketing, Strategy
One of the most interesting major corporate CEO’s on my radar is A.G. Lafley of Procter & Gamble. He, as the famous phrase has it, "think[s] different." Exhibit A is a low-profile piece from The Wall Street Journal this past week headlined,...
by Bruce | February 13, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, M&A, Partnership Structures, Strategy, Technology strategy
When you see—or when I see, at any rate—sustained outperformance by a firm over a five-year span, I cannot help but ask myself: "How did they do that?" What follows has a dusting of speculation at the end, but I think it’s a path worth...
