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We found 2,118 results for "Law Firm Partnership & Benefits Report"...

Dancing on the Cliff Edge
In the last five years, we have heard increasing chatter about the failed business model of law firms, new technology that is erasing the need for lawyers and other information interpreters, and enhanced cognitive systems that mine and interpret data. Let's look at some examples of trends that are leading the way.
Understanding Your Firm's Culture
A systematic approach to successfully managing cultural change as a firm pursues its strategic goals.
Brace for Rising Rents
Jones Lang LaSalle's annual Law Firm Perspective reveals that the days of tenants having the upper hand in lease negotiations are on the way out.
At the Intersection: A Practical Slant on LPM Implementation
Some practical lessons for creating, launching and institutionalizing this practical case management approach across the firm.
Partner Compensation
Objective financial factors are easy to measure ' but they should not be the only considerations in determining partner compensation.
On the Move
Who's going where; who's doing what.
Concurrent Rights Offerings by Chapter 11 Debtors
A look at the Section 1145 exemption in relation to a major case.
Partner Compensation
How do you determine partner compensation at your law firm? You certainly look at each partner's originations, working attorney receipts and billable hours. But what about his or her excellent client service, strong leadership, successful staff development efforts and keen technical skills?
Emergence of State Initiatives Could Change Franchising
In the last two years, many state legislatures have considered new franchise laws. Few of these bills have been passed or enacted, but some of the bills represent the potential for significant changes in treatment of franchising as a unique business model and of the franchisor-franchisee relationship. At the very least, franchisors need to be more aware of state legislators' interest in franchising than in the past.
The Myths of Legal Hold Notification
Organizations face serious repercussions in the form of both costly sanctions and adverse inferences for inadequate or failed legal hold procedures. The most basic preservation task however, issuing legal hold notifications, seemingly remains a mystery to a surprising portion of corporate defendants. Too often, organizations, and their counsel, do not view the legal hold notification (LHN) process as a manageable business process.

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