denotes premium content | Nov 21 2008 Elderly Client Adviser archive
Volume 11 Issue 2
Features
Passing the Baton
Passing the Baton is a new report authored by Patrick McKenna that focuses on the best practices for departing Managing Partners.
Leadership Advisory Board: Deciding To Downsize
Leadership Advisory Board: Handling Boomers Approaching Retirement
KM Legal Feature: Case study Duane Morris LLP
The concept and implementation of a best practice seminar in online research skills for fee earners, devised by the Library and Research Services team at US firm Duane Morris LLP. By Christine Scherzinger.
Legal Marketing Magazine Feature: Opinion: Encouraging engagement
As law firms grapple with recruitment and retention issues across both their legal and professional staff, the focus on ‘engagement’ initiatives has moved to centre stage. What was once exclusively the domain of the recruiting and human resources departments has now become – for forward thinking firms – a more holistic functional approach, involving marketing, communications, training and professional development, practice area management and operations.
FD Legal Feature: A collaborative approach to financial measurement
Measuring profit in a legal environment is highly challenging due to the nature of differing and complex transactions, involving costs that can be difficult to quantify. Teamwork, however, particularly where technology and accounting teams work together, can produce real results.
Thought leader
By Bruce MacEwen, AdamSmithEsq.com, New York City
Masterclass: Back to basics
A 10-point plan to becoming a more financially-successful firm.
Profile: Arthur Ferry
Chief financial officer Arthur Ferry has further developed the business-planning process at the London office of global law firm Baker & McKenzie.
Powers of persuasion
When Dale Carnegie said: “There is only one way to get anybody to do anything. And that is by making the other person want to do it”, he struck at the essence of the art of persuasion.
Back to the future
While many are looking to the implementation of the Legal Services Act and predict a major shake up of the profession over the next four years, it may also be worth revisiting how things changed for firms in the first years of the 21st Century.
Case study: On closer analysis
A business-analysis team will deal with both the gathering and the analysis of information, and law firms are now increasingly looking to their team to help them understand how to remain competitive, profitable and viable.
Going out
In June 2007 CMS Cameron McKenna LLP entered into a ₤10m, five-year agreement to outsource IT infrastructure management, support and application development.
Keeping track
In an increasingly competitive market, understanding the value of the work, as well as the quantum by volume, becomes an imperative for a successful legal practice.
Caught in the Act
After ‘Big Bang’, many, if not most, of the historic financial institutions in the City of London disappeared – replaced by the global giants that feature so prominently in today’s reports of turmoil in the financial markets. Will the Legal Services Act have a similar effect on the law firms of today?
Lateral Attorney Hires - Managing Conflicts and Assessing Risk
Gone are the days of law school graduates beginning their careers as associates and staying loyal to the firms that trained and promoted them. To stay competitive, firms are aggressively recruiting experienced and well-trained talent to grow their firm
Leadership Advisory Board: Having Performance Standards
The LAB tackles the topic of adopting performance standards for shareholders
