by Bruce | September 1, 2011 | Articles, Knowledge Management, Leadership, Strategy, Technology strategy
A couple of weeks ago, Marc Andreessen wrote in The Wall Street Journal a provocative piece called “Why Software is Eating the World.” Among the observations he makes are: My own theory is that we are in the middle of a dramatic and broad...
by Bruce | November 9, 2010 | About the Site, Articles, Knowledge Management, Technology strategy
This coming Tuesday, November 16, at 2:00 pm Eastern/11:00 am Pacific, I will be moderating an hour-long “virtual panel” (think CNN or MSNBC on your desktop, with each of the panelists and yours truly appearing in their own window) on “Hosted...
by Bruce | October 1, 2009 | Articles, Knowledge Management, Technology strategy
I’ve written previously about Legal OnRamp, but some new developments call for an update. What’s new? Â Primarily, the ability of individual law firms to feature their own selected areas of expertise. Â First up is Latham & Watkins, with its...
by Bruce | December 2, 2008 | Articles, Knowledge Management
Last week I had a chance to catch up with Jeroen Plink, the CEO for the US operations of Practical Law Company. Jeroen has been with PLC for over 6 years and, in a previous life, worked as an attorney for Clifford Chance and Latham & Watkins. Unfamiliar with...
by Bruce | May 25, 2008 | Articles, Cultural Considerations, Finance, Knowledge Management, Leadership, Practice Group Management, Strategy
Have you ever considered a completely different approach to strategic planning for your firm? An approach kind of like Toyota’s? Let me explain. There are traditional and classic strategic plans, which typically focus on practice group and geographic reach,...
by Bruce | April 10, 2008 | Articles, Cultural Considerations, Knowledge Management, Practice Group Management, Technology strategy
Here at "Adam Smith, Esq." I’ve written about Knowledge Management a fair amount, since it’s my belief that knowledge is what law firms sell. But despite the (I believe) inarguable centrality of KM to what we do, there are three enormous problems...
