by Bruce | February 15, 2018 | Articles, Compensation, Cultural Considerations, Finance, Globalization, Leadership, M&A, Strategy
The following column is by Antonio Leal Holguin, Director, Adam Smith, Esq. Antonio is based in Santiago, Chile, and spearheads our Latin America practice. Mergers & Alliances: Proceed with Caution Five Steps for Latin American Firms In our recent Latin...
by Bruce | February 9, 2018 | Articles, Business Models, Cultural Considerations, Leadership, Question of the Month, Strategy
This column is by Janet Stanton, Partner, Adam Smith, Esq. Dear Readers, Succession planning has been much on our minds lately, in part because it is so rarely on the minds of most law firms or lawyers. And as Bruce noted when posing this question, “according to the...
by Bruce | January 29, 2018 | Articles, Business Models, Cultural Considerations, Finance, Globalization, Leadership, Practice Group Management, Strategy
Our friends at Thomson Reuters Legal Executive Institute asked us if we might share some thoughts with them on this year’s always enlightening and probing Report on the State of the Legal Market and they published our reflections a few days ago. We are delighted...
by Bruce | January 24, 2018 | Articles, Business Models, Finance, Strategy
OK, that’s an uncivilized headline, so we can dignify matters by calling the NewLaw Revenue S-&$*(# the NewLaw multiplier. This multiplier, however, is not your friend. In economics the concept of “multipliers” is widely applied. Keynes famously argued in his...
by Bruce | January 10, 2018 | Articles, Cultural Considerations, Leadership, Strategy
Janet Stanton co-authored this article. Corporate endurance should not be an end in itself. That said, in a very real sense, survival is the ultimate performance measure. –Ian Davis, Managing Director, McKinsey, writing in Reflections on Corporate...
by Bruce | December 29, 2017 | Articles, Branding, Business Models, Finance, Leadership, Partnership Structures, Practice Group Management, Strategy, Technology strategy
I’m coming to the conclusion that BigLaw is not one business, but two different businesses. Some firms (a minority) are in one business, but most firms are in another business entirely. Note what I am not saying: I’m not saying some firms have one business model and...
