With revenues up by more than 880 percent from 1996, it's understandable that Greenberg Traurig touts its business model of running like a closely held corporation. But in the wake of the firm paying millions in fines and settlements triggered by partners' imbroglios, many former Greenberg lawyers say the same qualities that yield great financial rewards -- an emphasis on profit, growth and a bureaucracy-free culture -- have allowed rogue lawyers and lobbyists like Jack Abramoff to join the firm and thrive.
Will the Corporate Model Backfire on Greenberg?
The American Lawyer
March 6, 2007
This article requires premium access
This article requires premium access to Law.com. Please sign in or subscribe to read the full text.