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Movers & Shakers Image

Movers & Shakers

ALM Staff & Law Journal Newsletters

Who's going where; who's doing what.

Features

Interview with Michael W. Robinson, Senior Vice President, Levick Strategic Communications Image

Interview with Michael W. Robinson, Senior Vice President, Levick Strategic Communications

Adam J. Schlagman

Michael Robinson, a senior vice president of a leading crisis communications firm, Levick Strategic Communications, discusses the new business and communications challenges posed by the economic downturn and the role of corporate counsel in preventing and managing crises.

Features

Look, But Don't Log In Image

Look, But Don't Log In

Marjorie J. Peerce & Daniel V. Shapiro

Unlike an employer's internal e-mail system, which is generally understood to be under the ownership and control of the employer, personal Web-based accounts accessed at work raise new and unsettled questions about an employee's expectations of privacy.

Features

Information Management: Formalizing the Fire Drill Image

Information Management: Formalizing the Fire Drill

Annie Goranson

Today's information-rich organizations must be prepared to quickly find and produce ESI that may be relevant to a given litigation matter or request for information. The trouble is, many organizations do not have a well-thought out response plan in place, which makes the timely production of relevant information difficult, time-consuming and potentially very costly.

CONSULTANTS MUST DELIVER GREATER BOTTOM LINE RESULTS Image

CONSULTANTS MUST DELIVER GREATER BOTTOM LINE RESULTS

allan colman, www.closersgroup.com

The survey results strongly suggest that, to prove their value, business development consultants must now play a more instrumental role in generating significant new revenue. Among the key findings, 36% of respondents say that the work of business development consultants they've retained has real bottom line impact, while 57% say the work has been helpful but not decisive - or that it was initially helpful but less so as the engagement continued. The message is clear…

Managing a Smart Employee: Who's Boss Around Here, Anyway? Image

Managing a Smart Employee: Who's Boss Around Here, Anyway?

Bruce W. Marcus

Among the many categories of management styles, there are two that are rarely seen without a measure of astigmatism. Both are extensions of the personality of the manager.

Features

Cash Management: Know What You Need, Get It, and Put It to Work Image

Cash Management: Know What You Need, Get It, and Put It to Work

Edward Poll

The cash-flow statement is the single most important tool for the success of any business. Most lawyers, and even many large law firms, begin to realize that they are in trouble only after the money ceases to come in the door. However, cash flow cessation is usually the last symptom of a downward spiral that started long before.

Features

Virgin Advantage from a New, Near-Shore Corporate Frontier Image

Virgin Advantage from a New, Near-Shore Corporate Frontier

David Zumwalt

With bona fides now suitably established, is it possible to actively leverage the USVI's fiber and bandwidth assets to deliver greater competitive and stakeholder advantage to the enterprise? Yes it is; an economic development program chartered in law by the USVI government, sanctioned under U.S. Treasury regulations and managed by the University of the Virgin Islands Research and Technology Park ("RTPark"), may be of particular interest to e-commerce and other knowledge-based businesses.

Features

Movers & Shakers Image

Movers & Shakers

ALM Staff & Law Journal Newsletters

Who's doing what; who's going where.

Features

Best Practices in Client Relationship Skills Image

Best Practices in Client Relationship Skills

Sharon Meit Abrahams

There are key activities that lawyers can engage in to promote the health of existing client interactions. All of these activities can be categorized into one of three stages: 1) establishing the relationship; 2) building the relationship; and 3) proliferating the relationship.

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