August Aquila – författare

The consensus from a number of recent reports is that the majority of law firms will again see flat revenue growth in 2017. With external spending down, new legal service providers entering the market, and clients demanding more effective and efficient services, probably the only thing we can predict with any certainty is that competition will only get tougher. So, how do firms break out of the pack and put themselves in a position to enjoy sustained success? How to Become the Firm of Choice provides the answer: firms have to make an explicit decision to become “the firm of choice” in their chosen markets. And, in doing so, they must move their operations to the next level. This means:•Analysing and improving every aspect of the firm’s operations•Ensuring all of the firm’s internal operations and processes are aligned with what the firm needs to do to be successful in its markets•Maintaining an absolute commitment to being the best and a refusal to accept the status quo; and, crucially•Being one-step better than the competitionTaking a fictional law firm as an example, the book examines in detail five main drivers of professional service firm performance:•Markets •Clients•People•Financial and•Underpinning beliefs Through models, matrices, and examples based on the authors’ extensive experience advising leaders of professional service firms around the world, How to Become the Firm of Choice shows just how this can be achieved in today’s competitive market. It explains the questions firms need to ask, and the challenges they need to overcome, in each area in order to improve each aspect – and take the firm to the next level. “It is very difficult to know how to bring about performance change in a professional service firm when either the professionals often think they know best or they don’t like change. This very useful guide demonstrates not only how to do it, but also how to persuade others it’s a good idea. It is easy to read with useful appendices, which you can use to apply to your own situation. So, if you want to bring about performance change, you should definitely give it a go.” Nick Page, Chairman, Bond Dickinson LLP, UK

Commentators have argued for many years that law firms need to move forward from their traditional, seniority-based compensation systems. But it's not enough to simply add performance-related elements at the edges of these. Shifting generational-based attitudes; changing career aspirations; increasingly demanding clients; and pricing innovation and development in the range of benefits that can be offered (both financial and non-financial) all conspire to urge firms to rethink how their compensation system operates at all levels, across the whole firm. By reviewing these emerging factors, Compensation Innovation: An in-depth exploration into the future of law firm compensation aims to inspire law firms towards future proofing their compensation systems so that they continue to deliver results as their partnerships age. Exploring also the interplay between compensation and succession planning, and compensation and lateral hiring, the authors keep one eye to the future.

Commentators have argued for many years that law firms need to move forward from their traditional, seniority-based compensation systems. But it''s not enough to simply add performance-related elements at the edges of these. Shifting generational-based attitudes; changing career aspirations; increasingly demanding clients; and pricing innovation and development in the range of benefits that can be offered (both financial and non-financial) all conspire to urge firms to rethink how their compensation system operates at all levels, across the whole firm. By reviewing these emerging factors, Compensation Innovation: An in-depth exploration into the future of law firm compensation aims to inspire law firms towards future proofing their compensation systems so that they continue to deliver results as their partnerships age. Exploring also the interplay between compensation and succession planning, and compensation and lateral hiring, the authors keep one eye to the future.

Commentators have argued for many years that law firms need to move forward from their traditional, seniority-based compensation systems. But it''s not enough to simply add performance-related elements at the edges of these. Shifting generational-based attitudes; changing career aspirations; increasingly demanding clients; and pricing innovation and development in the range of benefits that can be offered (both financial and non-financial) all conspire to urge firms to rethink how their compensation system operates at all levels, across the whole firm. By reviewing these emerging factors, Compensation Innovation: An in-depth exploration into the future of law firm compensation aims to inspire law firms towards future proofing their compensation systems so that they continue to deliver results as their partnerships age. Exploring also the interplay between compensation and succession planning, and compensation and lateral hiring, the authors keep one eye to the future.

The consensus from a number of recent reports is that the majority of law firms will again see flat revenue growth in 2017. With external spending down, new legal service providers entering the market, and clients demanding more effective and efficient services, probably the only thing we can predict with any certainty is that competition will only get tougher. So, how do firms break out of the pack and put themselves in a position to enjoy sustained success? How to Become the Firm of Choice provides the answer: firms have to make an explicit decision to become "the firm of choice" in their chosen markets. And, in doing so, they must move their operations to the next level. This means: *Analysing and improving every aspect of the firm''s operations *Ensuring all of the firm''s internal operations and processes are aligned with what the firm needs to do to be successful in its markets *Maintaining an absolute commitment to being the best and a refusal to accept the status quo; and, crucially *Being one-step better than the competition Taking a fictional law firm as an example, the book examines in detail five main drivers of professional service firm performance: *Markets *Clients *People *Financial and *Underpinning beliefs Through models, matrices, and examples based on the authors'' extensive experience advising leaders of professional service firms around the world, How to Become the Firm of Choice shows just how this can be achieved in today''s competitive market. It explains the questions firms need to ask, and the challenges they need to overcome, in each area in order to improve each aspect - and take the firm to the next level. "It is very difficult to know how to bring about performance change in a professional service firm when either the professionals often think they know best or they don''t like change. This very useful guide demonstrates not only how to do it, but also how to persuade others it''s a good idea. It is easy to read with useful appendices, which you can use to apply to your own situation. So, if you want to bring about performance change, you should definitely give it a go." Nick Page, Chairman, Bond Dickinson LLP, UK