The law firm, Sloan & Harrison, had to deal with some discontent with the youngest non-equity partners. These partners have been associated with the transparency of the process of improving their ability to position itself as a leader both within the firm and the Rainmakers, and political advancement within the company. The firm must find a solution to these problems. Senior partners wondered whether the way the partnership is structured in the interests of the company? What can and should be done to address non-equity partners? What were the final results of discontent within the ranks of the New Economic Policy of the firm as a whole? "Hide
by Boris Groysberg, Elliot Sherman Source: Harvard Business School 11 pages. Publication Date: August 15, 2008. Prod. #: 409033-PDF-ENG
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