A firm’s culture may be its greatest strength for determining and achieving its immediate and long-term objectives.
However, if that culture is bound to outdated traditions “because we’ve always done it this way;” management styles that are dysfunctional and inconsistent with the desires and expectations of a majority of the partners and the needs and priorities of the firm; or outdated philosophies of senior or departed partners that are inconsistent with the marketing and compensation programs required to compete aggressively with other financially successful, proactive law firms, that culture may be its greatest weakness.
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