by Bruce | June 1, 2006 | Articles, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management
In Trust-Based Selling, Charles Green (who co-authored The Trusted Advisor with David Maister), titles Chapter 7 (pp. 70—74), "Sell by Doing, Not by Telling," and relates the following story: The "Chief Counsel of a Fortune 50 company" needed...
by Bruce | April 26, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management
One of the topics most regularly (should I say, "compulsively?") bruited about, with far and away the least actual impact on anything to show for it, is "alternative billing," also known as anything but the billable hour. I have my own theories as...
by Bruce | April 20, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Marketing, Strategy, Technology strategy
In the classic "The Innovator’s Dilemma," Clayton Christensen analyzed how companies at the top of their game, with brilliant and successful products, and focused on their core clients, could be undercut and eventually dethroned by small, pesky...
by Bruce | April 4, 2006 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management, Strategy
How well does your firm know its clients? More pointedly: How richly, truly, deeply does your firm understand your clients’ attitudes towards your firm at large, the services you provide, and the individuals who provide it? Even if your firm is in...
by Bruce | April 1, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Marketing, Partnership Structures, Strategy
By now a fair amount of blawgosphere ink has already been spilled on Cameron Stracher’s Op-Ed in today’s WSJ, “Cut My Salary, Please!” arguing, essentially, that the recent round of associate pay hikes (from $125,000 to $145,000 for...
by Bruce | March 29, 2006 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Marketing, Strategy
This is McKinsey’s analysis of "The Vanishing Middle"—here, the phenomenon across 25 product categories ranging from mobile phones to banking, appliances to apparel, that both premium and no-frills products grow at the expense of...