by Bruce | February 25, 2005 | Articles, Cultural Considerations, Finance, Leadership, Practice Group Management, Strategy, Technology strategy
Now that we all have religion about organizing firms by practice groups (well, most of us, anyway), the next logical question is, to paraphrase Ed Koch, "How are we doin’?" In other words, which practice groups are the strong economic engines...
by Bruce | February 24, 2005 | Articles, Cultural Considerations, Finance, Globalization, Leadership, M&A, Strategy
If you asked us to name one seminal development that "changed everything" in terms of law firm economics between the stasis model of the 1950’s and the dynamic model of the 1990’s, we’d say it was the creation of a market for lateral...
by Bruce | February 16, 2005 | Articles, Cultural Considerations, Leadership, Strategy, Technology strategy
How common is this scenario?: The CIO needs to improve the quality and credibility of the firm’s IT implementations, but since he lacks the money and resources he believes would be needed, he’s looking for a less expensive way to boost IT’s...
by Bruce | February 14, 2005 | Articles, Cultural Considerations, Finance, Globalization, Leadership, M&A, Marketing, Strategy
I’ve reviewed the merits of the Pillsbury-Winthrop/Shaw Pittman merger before, but now I want to ask a different question: What if anything does this portend for the merger/consolidation trend in general? If you believe Hildebrandt’s annual...
by Bruce | February 10, 2005 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Strategy
From the wires, and I quote: "Altman Weil is pleased to announce a strategic alliance with London-based Jomati Limited. Like Altman Weil, Jomati is an independently owned global management consultancy advising law firms and corporate law departments. It is led by...
by Bruce | February 8, 2005 | Articles, Cultural Considerations, Leadership, Partnership Structures, Strategy
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 will all work out") or simply through preferring not to take up a potentially...