by Bruce | January 30, 2006 | Articles, Finance, Globalization, Leadership, Practice Group Management, Strategy
If that call came in to your firm tomorrow morning, where would it go? If the answer is, "anyone’s guess," and if you consider your firm "a player," you have some work to do. Consider that at last week’s Davos meeting of the "World...
by Bruce | January 27, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, M&A, Partnership Structures, Practice Group Management, Strategy
Questions for your managing partner, executive committee, and executive director: Is your firm as profitable as it could be? How does it measure up vis-a-vis its peer group? And what defines that "peer group," precisely? Do you...
by Bruce | January 20, 2006 | Articles, Cultural Considerations, Finance, Globalization, Knowledge Management, Leadership, Practice Group Management, Strategy, Technology strategy
Total world cross-border trade as a percentage of global GDP 1990: 18% 2015 (estimated): 30% Computational capability of an Intel processor, as measured in instructions per second 1971: 60,000 2005: 10,800,000,000 Multiple by which e-mail traffic has grown from 1997...
by Bruce | January 16, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Strategy
Indiana University School of Law at Bloomington—where my good friend Prof. William Henderson teaches—will be hosting a symposium on "The Globalization of the Legal Profession" Friday, April 6, 2006. I’m pleased to report that I will...
by Bruce | January 15, 2006 | Articles, Finance, Globalization, Knowledge Management, Marketing, Strategy, Technology strategy
Last week I met the head of Bloomberg’s relatively new "Law" initiative, aimed at putting $1,500/month Bloomberg terminals on the desks of senior partners and general counsel. Before I describe what "Bloomberg Law" is about, I invite...
by Bruce | January 14, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, M&A, Partnership Structures, Strategy
Regular readers will know that I’m a firm subscriber to the Law of Unintended Consequences, which is also why I try to exercise consistency in analyzing "dynamic" and not just "static" effects of a proposal. Clarification: The...
