By Russ Haskin, Senior Director, Business of Law Consulting In part three of this blog series on cloud readiness, Russ Haskin, Senior Director Business of Law Consulting, Wilson Allen, [...]
By Russ Haskin, Senior Director, Business of Law Consulting For parts one and three: The path to the cloud’s silver lining (Cloud Series Part 1) Fallacies of cloud versus [...]
By Russ Haskin, Senior Director, Business of Law Consulting This post is part of a series: Alignment with vendor vital when assessing cloud options (Cloud Series Part 2) Fallacies [...]
There are emerging value-based characteristics that need to be incorporated into decisions about partner compensation. This post discusses some of these characteristics and how they relate to developing a more client-centric culture.
Inconsistency in how your firm handles data not only impacts reporting and causes frustration for data consumers, it can hinder strategic decisions, leading your firm down the wrong path. Russ Haskin offers these suggestions to straighten the course.
Are you making the right decisions? Or the easiest? See how a data-backed strategy with advanced metrics can help firms make better and more informed decisions to navigate what comes next.
By expanding the data set to include financials as well as relationship and experience management metrics, business development professionals can more accurately identify growth strategies.
The way in which firms enter and finalize mergers and acquisitions have long-term ramifications. You can make the transition more smoothly by carefully planning these three phases of the process.
Firms are successful in strategic planning when deciphering reality from fiction using competitive intelligence and market awareness.
Firms are successful in strategic planning when preconceived notions are set aside and instead, data and intelligence inform the process – beginning with a solid internal review.
