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 26, 2006 | Articles, Cultural Considerations, Leadership, Partnership Structures, Practice Group Management, Strategy
Are you a vigilant or an operational leader? You may already intuit the difference, but it bears discussing, since our friends at Wharton have written about four leadership traits that count: External focus Conceptual ability Organizational role, and Time...
by Bruce | September 12, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, M&A, Partnership Structures, Practice Group Management, Strategy
It’s not our wont to try to "cover" late-breaking news—that’s not an arena where I care to compete, nor is it why I think you come to "Adam Smith, Esq."—but just as every rule has exceptions, so today’s word of merger...
by Bruce | September 5, 2006 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Practice Group Management, Strategy
My piece about "Superstar Economics" and laterals has produced an unusually heavy volume of reader response, so it deserves a follow up. Herewith its desserts: The original piece, as I hope you recall, posed the question: Assume for...
by Bruce | September 3, 2006 | Articles, Compensation, Finance, Partnership Structures, Practice Group Management, Strategy
Back on August 20th, I posed the question to you, "How do partners fund their capital contributions to the firm?" The votes are now in: So the "winner," by a reasonable margin, is "a portion of my compensation is retained by the firm...
by Bruce | August 30, 2006 | Articles, Cultural Considerations, Leadership, Partnership Structures, Practice Group Management, Strategy
As a leader, would you rather be loved or feared? We borrow both from Machiavelli and from Harvard Business School’s Working Knowledge, which has a piece contrasting the antipodal approaches of basketball coaches Bobby Knight, the hot-tempered, iron-willed...
