Sentences with phrase «reward management firm»

Z / Yen's mission is to be the foremost risk / reward management firm.

Not exact matches

REWARDING RISK By Udayan Gupta Edward Mathias is a member of the board of directors and a managing director and partner of the Carlyle Group, the global alternative asset management firm.

There are rewards, however, for remaining single, says Kate Grussing, the founder of the management consultancy firm Sapphire Partners, who believes single, childless women in their 40s and 50s have huge advantages at work.

The U.S. firm Ibbotson Associates did a study for Canada's Bullion Management Group a few years ago that found investors can potentially improve their balance of risk and reward with a precious metals weighting of 7.1 per cent in conservative accounts, 12.5 per cent in moderate accounts and 15.7 per cent in aggressive accounts.

The management likely conspired with the bondholders against its shareholders, seemingly in an effort to gain a greater reward from the bondholders who would own the firm post-bankruptcy than they could from operating the firm outside of bankruptcy.

This blog focuses on those nontech elements — on the aspects of human nature, behavior and interaction that make law firm knowledge management so challenging and so rewarding.»

Some firms are reluctant to invest a new system if they aren't able to see an immediate financial reward, but a case management system is a valuable long - term investment.

You can use diagnostic tool to examine how well your firm is doing in four key areas of performance management: setting and supporting clear work expectations; supporting those expectations with meaningful rewards and consequences; giving effective feedback and evaluations; and fostering and supporting individual goal - setting.

In light of the numerous opportunities for such powerful and productive lawyers to join competing law firms, you and your fellow managers need to be especially cognizant of whether your firm culture, its management practices, and the presence or absence of appropriate strategic planning and marketing activities may finally drive lateral candidates to seek more lucrative and professionally rewarding opportunities elsewhere.

is a diagnostic tool that you can use to examine how well your firm is doing in four key areas of performance management: setting and supporting clear work expectations; supporting those expectations with meaningful rewards and consequences; giving effective feedback and evaluations; and fostering and supporting individual goal - setting.

While it gives lawyers a structured, deliberate way to plan, staff, budget, and execute legal work, law firms need streamlined processes and reward systems that support project management.

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.

The premise for this resource is that many traditional law firm business models and cost management strategies (read reward more billable hours) are not aligned with what corporate clients really want and need: value - driven, high - quality legal services that deliver solution for a reasonable cost and develop lawyers as counselors (not just content - providers), advocates (not just process - doers) and professional partners.

To secure a challenging and rewarding leadership role with a growing firm, where I can utilize my management skills, to reduce costs, improve revenue, and maximize operational effectiveness.

They saw democratic leadership focused on kind and firm classroom management, not rewards and punishment, as the key to developing long term academic, social, and emotional success.