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We are now awash in predictions of an impending economic downturn. Economists are predicting that sometime in 2020, the current boom will end. A boom that after 10 long years has returned the AmLaw averages to their inflation-adjusted 2008 numbers.
Linking Partner Pay to Strategic Firm Objectives
By J. Mark Santiago
Pay for performance is not a new concept in this country. The ideas and concepts underlying a graduated pay scale based on contribution and merit are deeply ingrained in our society. However, in general law firms have been slower to adopt pay for performance systems. What law firms need now, and this article describes, is an approach to partner compensation that closely links a partners pay to their ability to contribute to the achievement of the firm’s strategic objectives.
Driving Law Firm Profits Through Data Analytics
By John Schrumpf
“Data Analytics” have become more than just buzzwords and are an integral part of well informed decision making. The following best practices have the ability to bring your firm’s data management up to speed with competitors in the law industry, while turning what might be an underutilized resource into a working asset that drives revenue.
Strategies to Avoid or Reduce Billing Rate Discounts
By Eric Dewey
For a large portion of engagements, discounts are not necessary to win the work. In fact, discounts come at a price. Both parties assume a degree of risk when margins are thinned. This article presents several techniques that you can use to re-direct discussions away from discounts and help to minimize their financial impact.
Lateral Partner Survey Casts Doubt on Compensation as King
By Dylan Jackson
In a survey conducted by Major, Lindsey & Africa, lateral partners put firm culture and practice support ahead of anticipated compensation when considering a new firm.
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