by Bruce | September 1, 2011 | Articles, Knowledge Management, Leadership, Strategy, Technology strategy
A couple of weeks ago, Marc Andreessen wrote in The Wall Street Journal a provocative piece called “Why Software is Eating the World.” Among the observations he makes are: My own theory is that we are in the middle of a dramatic and broad...
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 | July 10, 2011 | Articles, Cultural Considerations, Leadership, Partnership Structures, Recruiting, Strategy
In “Idea or Product?” I wrote about the difference between organizations that basically view themselves as creating products vs. organizations that see themselves as loyal to an idea. I’m happy to report that the piece generated more than its share...
by Bruce | June 24, 2011 | Articles, Leadership, Strategy
June 16 was the 100th anniversary of the founding of the Computing-Tabulating-Recording Company, known today as IBM. It’s worth a moment’s reflection on what traits distinguish a company that can survive for a century in an industry, technology, with...
by Bruce | June 22, 2011 | Articles, Compensation, Cultural Considerations, Partnership Structures, Strategy
A few days ago The New York Times published an op-ed by Mark Everson, who was commissioner of the IRS from 2003–2007. His thrust was that lawyers and accountants had stopped being watchdogs against business misconduct and instead have become enablers...
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...
