Cultural Considerations

Pricing Power

The growth of professionals in Law Land with the word “pricing” in their title has been explosive over the past couple of years. It’s a trend we applaud loudly and fervently, so perhaps it’s worth a primer on how it’s done in the major leagues: When B2B companies with thousands of SKU’s and tens or
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Articles, Cultural Considerations, Finance, Marketing, Practice Group Management, Strategy

Can Big Firms Innovate?

“Innovation” seems to be on everyone’s lips these days. Among other things, the problems are: Many people, lawyers in particular, are stumped when it comes to describing what “innovation” actually is; Business history proves to a fare-thee-well that it’s extremely challenging for successful incumbents to actually follow through with anything innovative; And of course there’s
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Articles, Cultural Considerations, Finance, Leadership, Strategy, Technology strategy

M&A “Cultural Due Diligence”

The widely experienced and catholically curious Lee Pacchia (formerly of Bloomberg Law, now at his own Mimesis Law) asked me to stop by his studio last week and talk about the role of culture in law firm combinations.  I also touch on the issue of “deal momentum,” how to really try to get a handle on another
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Articles, Cultural Considerations, Leadership, M&A, Strategy

M&A Due Diligence With a Soul

To paraphrase the gone-but-not-forgotten E.F. Hutton campaign (I did work on Wall Street—I’m allowed these memories), when a Director Emeritus of McKinsey, who founded and led the firm’s global practice supporting mergers and acquisitions, speaks about “culture” in the M&A context, people listen. The fellow is David Fubini, and he recently published Before a merger,
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Articles, Cultural Considerations, Leadership, M&A, Strategy

Accountability? Who, Me?

Russell Long (1918—2003) was a US Senator from Louisiana for nearly 40 years (1948—1987) and chairman of the Senate Finance Committee for nearly half that period. As such, he was an expert on the US tax code and, legend has it, observed that the realities of politics meant any effort to enact “tax reform” could
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Articles, Compensation, Cultural Considerations, Finance, Leadership, Practice Group Management, Recruiting

Checkbook Recruiting

From the Kirkland & Ellis site, under the topic Careers–>Laterals Overview (I quote in full, emphasis supplied): At Kirkland, the quality and experience of our lawyers are among our greatest strengths. We are committed to making a substantial investment in our lateral hires by fostering an environment in which they are seamlessly integrated into our
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Articles, Business Models, Compensation, Cultural Considerations, Finance, Leadership, Recruiting, Strategy

Watson: Boring or Terrifying?

Nearly four years have passed since IBM’s Watson beat two human beings at Jeopardy, and not just any two human beings: Ken Jennings, record-holder for longest winning streak (74 appearances) and Brad Rudder, largest single money-winner ($3.25-million). As I’ve noted before, IBM moved with alacrity to begin commercializing the Watson technology and now the Wharton
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Articles, Cultural Considerations, Leadership, Technology strategy

Money or Culture?

Circling in the wings around almost any discussion of management and leadership issues in law firms, sometimes touted as a virtue above all others and sometimes only alluded to with caution, as one would might a wraith, is the issue of a firm’s “culture.” A few observations about culture in Law Land: Firms and their
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Articles, Cultural Considerations, Leadership, Partnership Structures, Strategy

Living in Liminal Times

“lim•in•al” (1) of or relating to a transitional or initial stage of a process; (2) occupying a position at, or on both sides of, a boundary or threshold. From the Latin limen/liminis: threshold, doorway. You may not have thought of it this way, but we are living in liminal times. The word and the concept
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Articles, Cultural Considerations, Leadership, Strategy

Partners Behaving Badly

The other day we were in a meeting with the head of strategy and marketing and the Chair of an AmLaw 100, and the Chair mentioned an extremely promising introductory meeting he’d had a few days earlier with the General Counsel of a well-recognized company. Although the GC and the Chair had never met, the company already
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Articles, Client Relationships, Compensation, Cultural Considerations, Leadership, Practice Group Management, Strategy