and three ways you win by tackling them now.
by bill reeb and dominic cingoranelli
when firms first start considering the idea to merge into a larger firm, they do it with the intent to solve a problem. common problems distressing enough to motivate this transaction are:
more on performance management: younger partners see succession differently | more merger questions than you imagined | mps: how to elect them … and fire them | partners as role models: the good, bad & ugly | managing the managing partner | pay varies when performance varies | accountability is for everyone | who decides what? | firms say what would change retirement pay | action plans for transitioning partners | how retirement issues affect succession planning
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- leadership: not enough future partners on the ground or in a near-future pipeline to be able to take over and retain the client relationships of the retiring partners while simultaneously continuing to nurture and develop new clients. this concern tends to be expressed frequently by senior partners when they share their discomfort with the level of risk they are accepting regarding their future buyout.
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