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Given the increasing challenges facing our planet and our society, and considering our role in creating the current state of affairs, it is up to us to change the way we do business to slow and reverse the damage. CMOs can and should be among the leadership voices to help their firms recognize this as an obligation and an opportunity.
In mid-2015, as the CMO of a global actuarial consulting firm, I noticed increasing interest in our firm’s social responsibility and sustainability efforts from our clients — mostly global and multinational insurers and financial institutions. The questions were detailed and specific. Initially, we responded with the typical, catch-all responses: “Many of our offices participate in/donate to/volunteer for/recycle, etc.”
By David McCann
Marketing professionals have a responsibility to do their best to protect the brands of their employers. And part of that responsibility means avoiding, limiting or addressing, to the extent possible, any negative or damaging publicity. While there are nuances within each industry that determine what can and can’t be done in this effort, there are some universal strategies I think work well.
By Jim Jarrell
Until recently, most law firms operated with a cadre of legacy operating systems, financial platforms and reporting technologies from different manufacturers that have no mechanism for connecting with each other, let alone automatically extracting and updating data points between systems. The disparate nature of these technologies has exacerbated the struggle to leverage data and display results in a reporting mechanism that helps direct the firm’s decision-making.
By Silvia Coulter
Law firms have many leaders. Yet in many cases, no formal leadership training takes place, leaving others in their groups or offices performing at less than optimal levels and on their own to get the job done often feeling pressured and stressed. Here are some tips to help partners who lead operational teams, offices, practices, departments, or the firm itself, to implement for leadership impact that books and professors don’t seem to directly address.
By Ari Kaplan
The most popular justification for avoiding business-development activities is a lack of time. There are, however, a number of strategies that will allow you to execute and produce results in minutes — or even seconds.