The majority of large law firms in the United States have developed client team programs. But are they working? Not all firms have the culture, client base, commitment from management and compensation structure that are suited for client teams. For those firms, client teams can waste time, energy and money and can damage management's credibility. Jim Rishwain, chairman of Pillsbury Winthrop Shaw Pittman, explains what his firm has learned about improving client teams since establishing a program in 2000.
May 18, 2007 at 12:00 AM
1 minute read
The original version of this story was published on Law.Com
It’s a fact that the vast majority of large law firms in the United States have developed client team programs. At last count, close to 70 percent of The American Lawyer‘s top 200 law firms were using client teams, up from 57 percent in 2005, according to a BTI Consulting Group Inc. survey.
But are client teams working?
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