Sentences with phrase «culture of firms so»

The Law Firm Pro Bono Project's goal is to fully integrate pro bono into the practice, philosophy, and culture of firms so that large law firms provide the institutional support, infrastructure, and encouragement essential to fostering a climate supportive of pro bono service and promoting partner and associate participation.

Not exact matches

I'm a firm believer that there's always a better way and that's a part of the culture we're trying to federate through the organization so we can celebrate where we break something down that perhaps we were really proud of last year.

His task of transforming the firm's culture may not be so easy.

This dilution is an issue in publicly traded stock market firms, but it has been historically addressed by keeping the size of the ESOP modest compared to the rest of shareholders (most ESOPs in stock market companies are under 20 %) and by establishing a corporate culture where employee stock ownership is likely to increase the performance of the firm so as to offset the modest dilution of profits per share of non-employee shareholders.

GFI's science and technology department is involved in the development and promotion of the science of plant - based cultured meat, dairy, and egg technologies.33 They are currently focused on core foundational work — making connections with organizations and writing white papers and «mind maps» — and as such they do not yet have a significant track record.34 They have produced Technological Readiness Assessments — documents detailing the current state of technology, and evaluating where more research is needed.35 All the research GFI does is published, so that the industry as a whole can benefit.36 One of their biggest successes over the last year are the presentations that Senior Scientist Liz Specht gave to various venture capitalist firms.

From developing his left hand to continually upping his free throw percentage to gaining a firmer grasp of microeconomics and Southern culture, there are so many things he still wants to learn.

With big private companies, it is less likely to preserve culture, so Buffett acquires a lot of special smaller firms.

He has argued that failed banks should not be bailed out, Lehman's collapse was not a disaster, AIG should be declared bankrupt, that naked short selling is not a problem, that backdating isn't so bad, insider trading should be legal, many corporate CEOs are underpaid, global solutions are worse than local solutions, Warren Buffett is overrated, Michael Milken is a great American, the collapse of the hedge fund was not a scandal, hedge funds are over-regulated, education is overrated by the educated, bonuses at successful Wall Street's firms are deserved and possibly undersized, management buyouts are boons to the economy, Enron's management was victimized by an over-zealous prosecution, Sarbanes - Oxley should be repealed, corporate compliance culture is a disaster, shareholder democracy is overrated, hostile takeovers ought to be revived, the market is permanently moving away from public ownership of equity in corporations, private partnerships are on the rise, public ignorance is encouraged and manipulated by governments and corporations, experts overrate expertise, regulatory agencies are controlled by the businesses they supposedly regulate and Wall Street is much more fun than people give it credit for.

The firms within the market, is giving a little bit more of a character, a little flair, around what they do, so it's personally and professionally or what they do to sell the firm's culture.

So, if your firm still has a culture that devalues non-lawyers — that doesn't draw upon the knowledge and expertise of other professionals — you better get started on changing that culture.

So the strategy needs to be about the culture of the firm.

We embed a culture of innovation across the firm so that it is part of our DNA.

The attorney's practice area; their target clients; the breadth or depth of an attorney's knowledge; the firm culture and compensation system; the maturity of the attorney's practice; the lawyer's matter management skills; their billing rates and competitive position; and the lawyer's professional relationships are so varied and dynamic that no two lawyer's practices are truly similar.

This is why it's so important to work through the process of defining your firm's culture first.

So, what does this commitment to consensus actually say about your partners» decision making process, your professional and business culture, and the ability of your firm to adapt to, and respond rapidly and efficiently to, a changing business environment?

- Identifying the characteristics of successful partners and leaders so that women (and men who are not «connected» to power sources within the firm) understand what it takes to be successful in the culture of their firm (i.e. books of business, managing teams, practice group status within the firm, management skills, who you know).

The authors also point out that it's these external factors that law schools (and some firms) hold so highly; and which form the basis of culture and recruitment efforts.

«Clients are often saying diversity and values are absolutely essential — they assume all big law firms have the quality of their lawyers» buttoned down so they then look at the cultures, behaviour, and trust in firms», she says.

However, because of the culture in most firms, she believes only in rare circumstances can the tracking of business development activities be mandated, so other options must be considered.

But so long as lawyers are buying legal services from lawyers, and especially so long as both sets of lawyers emerged from the same type of law firm culture, there's little reason to anticipate imminent change.

After years of analyzing the personal and professional styles of lawyer managers of successful (and not so successful) law firms, three inescapable conclusions have become readily apparent to me: (1) The authority of lawyer management is derived from the willingness of partners to be managed; (2) Partners in most law firms perceive themselves as being owners of the firm, having certain prerogatives and independence, not as employees to be «managed»; and (3) Law firms have their own personalities and cultures; and management techniques that may be effective in one firm may be marginally or not successful in another.

But this is a change that impacts on almost every aspect of the way lawyers practice law and the culture of their law firms, so the transition and its acceptance are slow and painful.

You can't change the culture, so create programs and projects that work within the framework of the firm.

These firms have been so focused on leveraging associate time and maximizing billable hours that they have failed to build a culture of business development within their firms.

So how can you create a results - oriented culture of teamwork at your firm?

We don't reach out to agents at other firms or students in licensing classes, so when they come in to talk, they generally have an understanding of our brand and our culture.

Being an employee - owned company also attracts people, and Ewing believes the culture is an important part of why the firm is so successful.