by Bruce | February 21, 2019 | Articles, Business Models, Cultural Considerations, Globalization, Leadership, Partnership Structures, Practice Group Management, Strategy
Lurking in the wings, if not center-stage, in almost everything we do in our work with clients–and I imagine something similar holds true in the work of many of you, invaluable readers–is the nebulous and unclear, but mostly ominous-sounding, notion of...
by Bruce | January 30, 2019 | Articles, Cultural Considerations, Finance, Ineffable, Just Plain Interesting, Leadership, Strategy
My title for today steals literally from Ronald Coase’s legendary 1937 paper of the same name, which gained Coase the Nobel in Economics in 1991. The paper, barely over a dozen pages long, asks the question, childlike in its simplicity, “why do firms...
by Bruce | January 15, 2019 | Articles, Business Models, Finance, Leadership, Practice Group Management, Strategy
Having discussed the Citi/Hildebrandt annual client advisory, we now turn to the Thomson-Reuters/Georgetown Report on the State of the Legal Market for 2018. If Citi’s editorial tone tends to be rather celebratory of good news, Thomson-Reuters’ tends in...
by Bruce | January 10, 2019 | Articles, Business Models, Finance, Strategy
Two of the Big Three Annual Reports on the state of Law Land are now out and it’s time for a survey of the horizon and some perspective. (The Big Three are the Altman-Weil “Law Firms in Transition” report [not yet released], the Citi/Hildebrandt annual client...
by Bruce | December 16, 2018 | Articles, Innovative Managing Partners, Leadership, Strategy, Technology strategy
AI in law is the new Innovation. The industry press can’t write enough about it, law firm leaders and GC’s have to be seen as in the vanguard, vendors (of course!) can’t tout it enough, and no one, it seems, can worry about what it means for their...
by Bruce | November 29, 2018 | Articles, Business Models, Finance, Leadership, M&A, Strategy
According to the self-assured analysis of McKinsey, there are only six types of successful acquisitions. Cutting directly to the chase, they are: Improving the target firm’s performance; Removing industry excess capacity; Creating market access for services;...
