Blane R Prescott

February 21, 2020 | Corporate Counsel

While report cards have been helpful, especially when compared to the complete lack of any feedback so many firms experience, we still hear that in-house counsel are frustrated with the results.

By Blane R. Prescott

5 minute read

February 12, 2020 | The American Lawyer

Firms routinely report that hiring lateral partners is a difficult process with a low success rate. Why do they struggle with lateral hiring? More importantly, what can they do to improve their results?

By Catherine Dineen and Blane R. Prescott

13 minute read

October 05, 2018 | The American Lawyer

In many cases, credit systems work against much of what law firms are trying to accomplish.

By Blane R. Prescott

7 minute read

September 27, 2018 | The American Lawyer

While firms focus on associate pay, they overlook a problem that pay can't address: associate turnover.

By Blane R. Prescott

6 minute read

August 24, 2018 | The American Lawyer

More than anything, predictability allows partners to trust firm leadership and have the confidence necessary to flourish.

By Blane R. Prescott

5 minute read

August 16, 2018 | The American Lawyer

The most successful firms take the care to make necessary fundamental changes, despite the inherent difficulty. The least successful fail at the planning stage.

By Blane R. Prescott

6 minute read

July 19, 2018 | The American Lawyer

There are common, but not commonly understood, problems that keep mergers from benefiting everyone involved.

By Blane R. Prescott

3 minute read

February 12, 2001 | Law.com

New partners -- or, more appropriately, owners -- are likely to have spent the bulk of their legal careers on a hugely positive cycle. As they move toward leadership roles, market forces may present partnerships with an entirely unfamiliar set of challenges -- related to a macroeconomic downturn.

By Donald H. Oppenheim and Blane R. Prescott

7 minute read

August 27, 2007 | Connecticut Law Tribune

During the past year, we witnessed a marked increase in the number of law firms, both large and small, which are finding that their existing unfunded retirement plans are becoming significant, disruptive forces. The underlying problem created by these plans is that they result in current income being diverted to former partners, thereby reducing the compensation of the remaining active partners.

By BLANE R. PRESCOTT and WILLIAM G. JOHNSTON

5 minute read