- Why remuneration programs exist in the first place
- Best practices for partner remuneration
- Current trends in partner remuneration in professional service firms
- Combining KM and business development processes to provide additional client value
- Utilizing individual scorecards to encourage partner performance
- The vital components of a well-conceived remuneration plan
- Remunerating and incentivizing right behaviours
- Aligning a firm's remuneration and strategic plans
- Evaluating the effectiveness of the firm's remuneration system
- Remunerating 'management' to ensure future success
- James D. Cotterman, principal of legal management consultancy Altman Weil, Inc.
- August J. Aquila, CEO of AQUILA Global Advisors, LLC
- Joel A. Rose, president of Joel A. Rose & Associates, Inc.
- Michael Roster, co-chair of the Association of Corporate Counsel's Value Challenge Steering Committee; previously managing partner of Morrison & Foerster's Los Angeles office and GC of Stanford University
- Arthur Greene, principal of Boyer Greene LLC
- David C. Baca, partner, Davis Wright Tremaine LLP
- Julious P. Smith, Jr., chairman emeritus of Williams Mullen
- Thomas Berman, principal at Berman Associates
- Timothy B. Corcoran, Principal at Corcoran Consulting Group, LLC
- John Jeffcock, Chief Executive, Winmark
Chapter 1: Why do we have remuneration programs?
Chapter 2: Trends in partner remuneration
Chapter 3: Components of a well-conceived partner remuneration
Chapter 4: Differential remuneration – A focus on practice groups
Chapter 5: Remuneration to reward the right behaviors
Chapter 6: The managing partner’s perspective – Incentivizing the right behavior
Chapter 7: Strategic and remuneration plans – Why do the lines never intersect?
Chapter 8: Remuneration – A whole new set of rules
Chapter 9: Incentivizing the new normal
Chapter 10: A short guide to law firm management roles and remuneration