| Publisher | BetterManagement.com | ||
|---|---|---|---|
| Format | HTML | Date added | 27 Apr 2005 |
| Topics | Performance Budgeting and Management | ||
| Downloads | 310 | ||
Most law firms measure their performance based primarily on financial measurements, such as the total number of hours billed, revenue generated per lawyer or net income per partner. But there are at least three other worthwhile ways in which to measure law firm performance, besides the commonly-used, financial perspective. For instance, if a law firm says it is concerned about meeting the clients' needs, it should be measuring key indicators relating to the client. Clearly, there are a number of ways law firms can begin to measure key processes. This can be done either by using the Balanced Scorecard Approach and finding, perhaps, three critical processes to measure from each of the four perspectives.
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