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Robinson & White (A): Pay for Performance

 Ashish Nanda and Lisa Rohrer  
Product number:
HLS 12-24
18 pages
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July 7, 2012


Robinson & White had grown into a major law firm with a global footprint and high profitability following an entrepreneurial approach to business generation that attracted strong lateral talent. However, managing partner Daniel Johnson was concerned that the firm needed to become more collaborative and team-oriented in order to win mandates from large clients and in turn institutionalize those clients. Johnson worried that its compensation system was hampering the firm’s ability to move in the necessary strategic direction to maintain high performance.

Learning Objectives

The case highlights the importance of aligning a professional service firm’s (PSF’s) compensation system to its business strategy. It allows participants to discuss how a compensation system might be designed to reward both entrepreneurship and collaboration.

Subjects Covered

Professional Services, Leadership, Compensation


Geographic: United States

Industry: Law Firm

Event Start Date: 2003

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