Bill Henderson sets forth facts and principles related to the acquisition and development of human capital, which can aid firm leaders to obtain a large, sustainable competitive advantage in the market for legal services.
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After making predictions about the future of law schools and legal service organizations, Bill Henderson explains why feedback, despite its costs, is important to lawyer development and the future success of organizations.
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Using social science and empirical evidence, this book chapter argues that highly effective lawyers draw upon a diverse array of skills and abilities that are seldom taught, measured, or discussed during law school.
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Relying on historical and contemporaneous evidence, this essay argues that traditional credentials-based human capital strategies have been masked by a steady multi-decade surge in demand for corporate legal services.
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Bill Henderson explains how Milbank Tweed's initiative at Harvard University, focused on training and developing its associates, would allow the firm to grapple with market trends that any leading firm must conquer.
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Despite a lack of evidence, large firms presume that candidates who go to an elite school make a better lawyer; Bill Henderson explains how elite credentials were repriced when firms experienced a downward pressure on fees.
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Drawing upon the findings of a study designed to identify the traits of star performers, Bill Henderson explores an alternative to the law firm model and explains why firms will resist despite a potential for higher profits.
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