Insights
The Insights series draws upon our collective consulting experience to address topics that we consider of current interest to the senior management of law firms.
Aspirational Strategy
In an environment defined by increasing segmentation of the legal market, elevated competition for talent, rapid technological advancement, and shifting client expectations, law firms must resist the temptation to build strategies that are safe, short-term, and easily achievable. Incremental progress has its place, but it will not suffice in a market where the pace of change continues to accelerate. The firms that thrive in the next decade will be those that set bold, forward-looking goals and launch a plan to make progress against the goals.
The Art of Saying No
How law firms choose what to prioritize (and what NOT to prioritize).
Navigating Strategy in a Complex Market: The Challenges and Choices Facing Law Firms
The firms that thrive will be those that face disruption head-on.
Flat is the New Down: Combating the Risk of Profit Stagnation
Further advances in profitability and partner pay will require firms to 1) more broadly implement client and matter profitability as performance management and compensation tools and 2) harness a broader range of profit levers.
Partner Bonuses: Benefits and Pitfalls
Bonuses are a powerful tool for attracting and retaining top partner talent, but they must align with firm priorities
Emerging Data, Technology & Financial Requirements for Today’s Law Firm Leaders
As the legal industry becomes increasingly dynamic and competitive, law firm leaders face unprecedented challenges—and opportunities.
When is the Right Time to Consider Merger?
High quality small and midsize firms in key markets are regularly approached regarding combinations with other firms – by both larger and similarly-sized firms. When times are good, these firms are generally not interested in pursuing a discussion. When times get tough, they are more receptive to merger as a solution, but can find that either potential partners are no longer interested, or their negotiating position is substantially weakened.
Preventing a Revolving Partner Door: Building Ties that Bind
How law firms can retain partners and build firm interconnectedness
