by Bruce | December 28, 2005 | Articles, Cultural Considerations, Finance, Globalization, Leadership, Strategy, Technology strategy
Forgive me for an extensive quote, but it sets the stage for all that’s to follow here. From the redoubtable McKinsey: "In today’s developed economies, the significant nuances in employment concern interactions: the searching, monitoring, and...
by Bruce | December 23, 2005 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, Partnership Structures, Strategy
I have posited before that the traditional one-size-fits-all associate-to-partner model is coming under increasing stress. Evidently Allen & Overy agrees. After suffering 25% attrition in its associate ranks last year, they have announced after a lengthy...
by Bruce | December 20, 2005 | Articles, Cultural Considerations, Finance, Leadership, Partnership Structures, Strategy
Normally, the issue in succession planning—when a firm even goes through such planning in a sober and serious-minded fashion—is who among the next generation is best prepared and equipped, through both experience and innate constitution, to take over the...
by Bruce | December 20, 2005 | Articles, Just Plain Interesting, Strategy
It’s official: The power of the Transit Workers to wreak economic havoc is unsurpassed—yet just this side of unthinkable. For the police or fire departments to strike is unthinkable; but the MTA union has the unmatched tactical advantage...
by Bruce | December 15, 2005 | Articles, Finance, Globalization, Leadership, M&A, Strategy
A perennial subject for speculation is whether or how the consolidation trend among BigLaw will end. A primary—and by sheer headcount perhaps the prevalent—point of view is that the industrial structure of BigLaw is moving towards a bimodal...
by Bruce | December 13, 2005 | Articles, Compensation, Finance, Leadership, Partnership Structures, Strategy
According to The Recorder, "Law firm leaders throughout California identify increasing leverage as a key strategy in their business model." We are here to ask the time-honored question, "What can they be thinking?" Let’s back up. ...