Call 855-808-4530 or email GroupSales@alm.com to receive your discount on a new subscription.
Despite proclamations of doom for the lockstep model and the growing consensus that money is king, partners seem to place compensation quite low on their priority list when deciding where to go when making a lateral move, according to Major, Lindsey & Africa’s lateral partner survey.
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 Doug Stansfield
Data mining is a relatively new practice in the legal space and the data profiles of firms are highly variable from one organization to another, so identifying the right tools and prioritizing initiatives can be challenging.