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The next generation of elite law firms may have little in common with today’s leading global providers of legal services. Whereas historically top-performing law firms combine stellar talent with marquee clients, brand reputation and client-focused excellence to rise to the top, future leading law firms are equally likely to rise to power using a distinctly different recipe: namely, a mixture of market savvy, strategic agility and operational effectiveness powered by data.
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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.
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.
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.
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.