by Bruce | November 19, 2006 | Articles, Finance, Globalization, Leadership, Strategy, Technology strategy
Today we visit the prosaic topic of conflicts-checking. I’ve come to believe it’s not so prosaic after all. Consider: The highly-publicized referral to the UK’s Law Society Regulation Board of two senior Freshfields partners, announced last...
by Bruce | November 9, 2006 | Articles, Cultural Considerations, Finance, Leadership, Strategy, Technology strategy
Within 24 hours of each other, both The Wall Street Journal and The New York Times wrote pieces on "then and now" re the dot-com bubble. Surely unintentional as it was, I think they provide nice counterpoints to each other, and also give us a small...
by Bruce | November 6, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Practice Group Management, Strategy, Technology strategy
Every once in awhile, you see an individual at a firm make a tremendous difference, and I’ve tried to make it a custom to celebrate the situations when I think I’ve identified such exemplars. Today I offer John Alber of Bryan Cave’s St. Louis office,...
by Bruce | October 13, 2006 | Articles, Cultural Considerations, Finance, Technology strategy
It’s a truism that one often learns by teaching, and I’ve experienced this very phenomenon in leading the MBA course, "Strategic Technology & Innovation," which I’m teaching this semester at SUNY/Stony Brook’s Manhattan campus....
by Bruce | September 29, 2006 | Articles, Cultural Considerations, Globalization, Knowledge Management, Leadership, Partnership Structures, Practice Group Management, Strategy, Technology strategy
I’ve written before about "social networks," and how they can be far more important than any relationships specified on your firm’s organizational charts, but "social network analysis" (SNA) is still an emerging field, with its...
by Bruce | September 20, 2006 | Articles, Finance, Leadership, Strategy, Technology strategy
Is IT capable of providing a sustainable competitive advantage, as it has for American Airlines, Dell Computer, FedEx, and Wal-Mart, or is it a necessary—but not distinguishing—function that should be managed to operate smoothly at minimal cost (like...
