by Bruce | December 5, 2011 | Articles, Finance, Innovative Managing Partners, Practice Group Management, Strategy
I doubt many of you, gentle readers, follow David Carr, who writes the Media Equation column for the Monday Business section of The New York Times, but I commend him to you as an enlightened, thoughtful, and experienced observer at the intersection of media,...
by Bruce | October 17, 2011 | Articles, Finance, Globalization, Marketing, Partnership Structures, Practice Group Management, Strategy
Adam Smith, Esq. and David Freeman Consulting Group are teaming up to conduct a unique survey of the legal profession’s business practices that you might find extremely valuable. If you’re reading Adam Smith, Esq., we don’t need to tell you that law...
by Bruce | September 9, 2011 | Articles, Finance, Practice Group Management, Strategy
It’s quite the fashion to want to learn from what Google does, but because so much of what it does is thoroughly sui generis, true opportunities to adopt some of their management wisdom are fewer and farther between than many breathless business correspondents...
by Bruce | August 23, 2011 | Articles, Compensation, Finance, Leadership, Partnership Structures, Practice Group Management
Steven Harper, a former Kirkland partner of 30 years who now writes at The Belly of the Beast and is re-published regularly on law.com, is someone whose writing and analysis I have admired since he first appeared on the scene. (No, I don’t know him, but I wish I...
by Bruce | July 15, 2011 | Articles, Cultural Considerations, Leadership, Practice Group Management, Strategy
Think you could learn anything from Uniqlo, the high-turnover, fashion-forward clothing retailer out of Japan? No? Then how about learning something from Japan itself? (That is to say, from its corporate culture.) No, again? Because...
by Bruce | June 19, 2011 | Articles, Business Models, Cultural Considerations, Finance, Leadership, Practice Group Management, Strategy
Legion are the topics lawyers don’t talk about, and they could perhaps be accurately summarized as “anything we’d prefer not to talk about,” but primary among them is the strength or weakness of their own firms’ business models. So...
