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It’s no secret that firms and marketing departments aren’t equal in regards to aggregating enterprise data, hiring data scientists, or utilizing other resources to try to unlock value, uncover trends and identify practice correlations to drive revenue. So if you’re still stuck in “making a business case” for the tools needed to perform these analyses, it’s not the end of the world just yet! There are plenty of ways to see the forest, even if that value is hidden in disparate silos and requires some manual synchronization. For ease of explanation (and perhaps at the risk of simplicity), I will refer to these areas as the “3 I’s”, where you can use industry, individual and internal data to begin to see patterns, start to test hypotheses around potential “if/then,” “go/no-go” decisions, and potentially unlock other qualified opportunities on your horizon.
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By Michelle Calcote King
While money is an important way to lure in associates and even lateral partners, firms that focus solely on this one thing might be ignoring a powerful secret recruiting weapon: public relations.
By Heidi Turner
Because gamification is frequently misunderstood, people often diminish it in conversations about diversity, equity and inclusion. An examination of gamification as a whole, however, shows how it lends itself to addressing serious issues.
By Sharon Meit Abrahams
Young lawyers do not learn to practice law in school. They are missing practical application of the law. This must be taught by senior lawyers. The following is a step-by-step guide for attorneys who finds themselves responsible for training new lawyers.
By Catherine Alman MacDonagh
Without the Voice of the Customer (or Client), we risk missing the mark in our strategy, messaging, and positioning, as well as delivery of work, product and service, operations, technology, staffing, and so forth — in short, we potentially miss on everything.