Plus from a market perspective you have to be at a trajectory where you can show incremental
profit improvement over time, and that's not always easy for companies.
So here, in this collection, I have drawn from various sources and experiences
over time and around the world, ideas from inspectors and their reports, leadership training course tutors and candidates, school
improvement ambassadors, union officials, faculty leaders, headteachers and principals in all their guises, governors, government officials, civil servants, councillors, parents, students, current, aspiring, ex and retired teachers, in the public, private, Academy, Charter, free, not - for -
profit, voluntary and charitable sectors.
Some additional distinctions between Liam Brown's «law company» and the traditional law firm include: (1) performance and reward structures that value output
over input; (2) closer alignment with the financial and enterprise objectives of the consumer; (3) a corporate structure that takes a long - term, client - centric view
over profit - per - partner; (4) continuous process
improvement; (5) investment in technology; (6) focus on «the right resource for the task»; (6) compressed delivery
time; (7) a continuous quest to use technology and process to automate tasks and gather «big data» for benchmarking, predicting, and quantifying risk; (8) a transparent, 24/7/365 accessible connection with legal consumers; (9) supply chain management expertise; and (10) reduced cost.