by Bruce | May 18, 2013 | Articles, Compensation, Leadership, Partnership Structures, Practice Group Management, Strategy
Herewith the second article by Richard Rapp. Thanks, Richard!—Bruce. Law firm managers who are planning large-scale, hubristic expansion-by-acquisition should study the Dewey LeBoeuf morality play very closely. The rest of us should not. It’s a...
by Bruce | April 30, 2013 | About the Site, Articles, Compensation, Finance, Leadership, Partnership Structures, Practice Group Management, Recruiting, Strategy
It is with great personal and professional pleasure that we announce Richard Rapp is joining Adam Smith, Esq. as Senior Advisor. Those of you who have learned even a little about the consulting side of Adam Smith, Esq. know that we have remained small by choice,...
by Bruce | December 16, 2012 | About the Site, Articles, Book Reviews, Business Models, Cultural Considerations, Finance, Globalization, Leadership, M&A, Partnership Structures, Practice Group Management, Strategy
We are delighted to announce that we have just published the complete 12-part series Growth is Dead as an e-book. Demand from you, Dear Readers, to be able to have the entire series available in one spot, was unprecedented and trying to satisfy those requests was...
by Bruce | December 15, 2012 | Articles, Finance, Practice Group Management
Aric Press, always worth reading, has an especially subtle column out this month, Why Pricing Billable Work May Be Too Important to Leave to the Lawyers. Here’s his key insight, which I envy for its astuteness: Lawyers have trouble talking about...
by Bruce | November 5, 2012 | Articles, Compensation, Cultural Considerations, Finance, Leadership, Marketing, Practice Group Management, Strategy
In Part 8 in this series, we talked about “Now What?” in terms of three particular approaches you could take that were all, essentially, inward-focused and things you can pretty much control inside the firm’s four walls: acknowledge you have...
by Bruce | October 21, 2012 | Articles, Business Models, Cultural Considerations, Finance, Globalization, Innovative Managing Partners, Leadership, Partnership Structures, Practice Group Management, Strategy
At the end of our last piece, I asked aloud whether we as lawyers are intellectually and emotionally capable of adapting to the new market landscape, suggested that adapting would require experimentation and—yes—failure, and noted that countries and industries that...
