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.
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.
Professional Services, Leadership, Compensation
Geographic: United States
Industry: Law Firm
Event Start Date: 2003
To obtain accessible versions of our products for use by those with disabilities, please contact the HLS Case Studies Program at firstname.lastname@example.org or +1-617-496-1316.
Watermarked educator copies of this product are available free of charge to educators and staff of degree-granting institutions. Please create an account or sign in to gain access to these materials.
Note: It can take up to three business days after you create an account to verify educator access. Verification will be confirmed via email.
Please note that each purchase of this product entitles the purchaser to one download and use. If you need multiple copies, please purchase the number of copies you need. For more information, see Copying Your Case Study.