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...
by Bruce | February 10, 2006 | About the Site, Articles, Cultural Considerations, Finance, Leadership, Strategy
Back in February, 2005 I authored the following piece: Who Will Be Your Successor? Succession planning is part of the Management 101 toolkit that law firms ignore at their peril. Too many firm leaders are reluctant to attend to it, either intentionally ("it...
by Bruce | February 8, 2006 | Articles, Finance, Knowledge Management, Leadership, Strategy, Technology strategy
Here’s a thought experiment: If you believe the cover story in the current issue of Business Week, the torrent of numbers coming out of the federal government measuring, sizing, and describing nearly every facet of the US economy are in many ways...
by Bruce | February 7, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Strategy
Over in the UK, they’re one step closer to the inevitable: Whole or partial public ownership of a law firm. (An investment bank is talking with "some of the largest firms" about IPO-ing them.) Regular readers know that I’ve been...
by Bruce | February 2, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, M&A, Marketing, Strategy
Global Expansion Junkies: I have bad news. Far too many law firms seem to enjoy expanding for its own sake, in an intellectual vacuum devoid of strategic analysis or rigorous consideration of the implications of growth in both headcount and geographic...