Posted In: Strategic Planning
Merging to Fill Leadership Voids
In March, I wrote about the Less Than Strategic Reasons for Merger Discussions that we are seeing within the many ongoing merger evaluations.
Posted In: Strategic Planning
By Michael D. Short on May 6, 2014
In March, I wrote about the Less Than Strategic Reasons for Merger Discussions that we are seeing within the many ongoing merger evaluations.
Posted In: Culture & Diversity, Strategic Planning
By Joseph B. Altonji on April 30, 2014
I recently had the pleasure of watching my son’s team compete in the Sandhurst military competition at West Point. This annual event features
Posted In: Assessments, Culture & Diversity, Strategic Planning
By LawVision on April 23, 2014
In my last blog post, Why Client Service is Not a One-Size-Fits-All Proposition, I discussed the dramatic shifts in client thinking and how
Posted In: Strategic Planning
By Michael D. Short on April 17, 2014
I want to continue with the merger theme that Joe Altonji and I have been focusing on over the past few months by
Posted In: Talent Strategy
By LawVision on March 25, 2014
March Madness is here and brackets across the country have already started to crumble. As most of us know, in addition to office
Posted In: Strategic Planning
By Michael D. Short on March 20, 2014
There are a lot of merger discussions going on these days, and by “merger discussions” I mean potential combinations where both parties have
Posted In: Strategic Planning, Talent Strategy
By Joseph B. Altonji on March 12, 2014
It’s been said that the three most important factors in real estate are “location, location and location.” Our work with numerous firms over
Posted In: Culture & Diversity, Talent Strategy
By LawVision on March 4, 2014
I recently authored an article for the March issue of the Association of Legal Administrators publication Legal Management entitled “Hope for the Best but
Posted In: Practice Group Management, Strategic Planning
By Michael D. Short on February 26, 2014
I like patterns. They provide some level of predictability and knowledge of what might come next. We derive a level of comfort from
Posted In: Strategic Planning
By Joseph B. Altonji on February 12, 2014
The early returns on 2013, including public numbers, such as those from Citigroup, Peer Monitor, and private results, all point toward the continuation