Table of Contents
Executive summary. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ix About the authors. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . xi Part 1: Strategy and structureChapter 1: A slow motion riot – the evolving role of the general counsel and the legal departmentBy Susan Hackett, CEO, Legal Executive Leadership, LLCIntroduction. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 1What makes in-house practice special?. .. .. .. .. .. .. .. .. .. .. .. .. .. 2In the beginning…. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 3How the demographics of corporate legal practice shape this conversation. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 4Striking the right balance between “make” versus “buy”. .. .. .. .. 6Why aren’t GCs driving changes faster and farther than they are?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 7So how does the distinguishing value in-house team lead toward a better future in law?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 8The changing marketplace of legal service providers. .. .. .. .. .. . 10The challenges posed by old systems colliding with new markets, processes, and practices, and GCs who want to promote change. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 11The rising opportunity of the in-house team and general counsel to drive change in the marketplace. .. .. .. .. .. .. .. .. .. .. . 12Going forward – how will GCs and in-house teams lead?. .. .. .. . 14Final thoughts. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 17 Chapter 2: The general counsel, corporate governance, and stakeholder capitalismBy Bruno Cova, partner, Delfino Willkie Farr & Gallagher, and Leanne Geale, executive vice president and general counsel, corporate governance and compliance, Nestlé S.A.Introduction. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 19Factors driving the role of general counsel in corporate governance. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 19Ensuring general counsel’s effective corporate governance role. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 23The Mad Hatter – coping with unique and multiple roles. .. .. .. 28Corporate governance issues for general counsel. .. .. .. .. .. .. .. . 32Corporate governance involves personal risks and opportunities. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 37 Chapter 3: The general counsel’s role in the digital transformation of legalBy William L. Deckelman, Jr, executive vice president and general counsel, DXC Technology Company, and Daniel Reed, CEO, UnitedLexWhy should the general counsel and legal team embrace digital transformation?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 42What is a “digital” legal department?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 43Why do purpose and people come first in digital transformation?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 44How does one address the massive topics of technology and data?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 46What has worked in measuring value and demonstrating how we deliver it?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 48Key elements of digital transformation for the general counsel to remember. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 52Conclusion. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 55 Chapter 4: Legal operations as a competitive advantageBy Hans Albers, director, legal management consulting, Deloitte Legal, and Áine Lyons, SVP and deputy general counsel, VMwareTaming the final frontier of legal department modernization – legal operations hold the key. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 57Starting with technology is not the answer. .. .. .. .. .. .. .. .. .. .. .. 62Where to start?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 62The value of data. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 64Strategy trumps all. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 65Defining the legal department operating strategy. .. .. .. .. .. .. .. 66Roles and responsibilities. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 66VMware: A legal operations case study. .. .. .. .. .. .. .. .. .. .. .. .. .. 67The four faces of the legal operations executive. .. .. .. .. .. .. .. .. 69Conclusion. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 73 Part 2: Leadership skills for the GC Chapter 5: Leadership behaviors that distinguish great general counselBy Kenneth J. Fredeen, general counsel emeritus, Deloitte (Canada)Introduction. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 75Self-reflection. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 76Successfully building and nurturing relationships. .. .. .. .. .. .. .. . 77Perfection is impossible but the journey is worth it. .. .. .. .. .. .. . 78Key behaviors. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 79Conclusion. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 87 Chapter 6: Best supporting act – how adaptive legal functions are embracing technologyBy Isabel Parker, executive director, The Digital Legal ExchangeBecoming a digital, adaptive organization. .. .. .. .. .. .. .. .. .. .. .. . 89The legal/business disconnect. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 90Legal departments – “eager but not ready”. .. .. .. .. .. .. .. .. .. .. . 92The three barriers to progress. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 95Meeting the challenges. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 97Examples of best practice. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 98Final thoughts. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 102 Chapter 7: Considerations on doing more with less – leading the lean legal departmentBy Maja Fabula, vice president and deputy general counsel, Tenneco Inc.Introduction. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 105Doing more with less – the importance of prioritization. .. .. .. .. 106Your legal team’s wellbeing is a critical priority. .. .. .. .. .. .. .. .. .. 108Maximizing resources in a lean environment – removing workfrom the system. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 111Taking your first step. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 115 Chapter 8: Crisis prevention and management – how must legal and communications act together? By Christian Lawrence, partner, Brunswick GroupIntroduction. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 117Reputation and trust as assets. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 118The crisis as a threat – and an opportunity. .. .. .. .. .. .. .. .. .. .. .. 120Interconnection of the tasks of the legal department and the communications department. .. .. .. .. .. .. .. .. .. .. .. .. .. . 123Risk-minimizing factors in the cooperation between the legal and communications departments. .. .. .. .. .. .. .. .. .. .. .. .. . 124Cooperation between the legal and communications departments in the event of a crisis. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 128What is the most effective way to protect one’s reputation?. .. 131 Chapter 9: Workforce management of the future – virtual teams, hybrid working, and the future workforceBy Robert Loef, group general counsel, Best Secret Group AG, and Anne Meckbach, chief compliance officer, ProSiebenSat.1 GroupCOVID-19 as change agent. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 133“It’s not personal, it’s strictly business”. .. .. .. .. .. .. .. .. .. .. .. .. .. . 133(Preliminary) tenets for future workforce management. .. .. .. .. 134Teams can work together productively and cohesively without being in the office, day-in, day-out. .. .. .. .. .. .. .. .. .. .. .. 134Hybrid work poses specific challe nges to the legal department, which can be overcome by the right policies and technology. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 136 (Predominantly) remote work has a corrosive effect on loyalty and sense of belonging. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 137Leadership needs to empower, not control, people. .. .. .. .. .. .. . 138Business unit embedded teams are more important than ever to avoid being siloed. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 139Different jobs/tasks need different workplace models. .. .. .. .. .. 139 Part 3: Adding value and managing change Chapter 10: ESG – how the GC and legal function contribute to sustainability initiativesBy E. Leigh Dance, founder and executive director, Global Counsel LeadersPart 1: Why ESG requires your attention. .. .. .. .. .. .. .. .. .. .. .. .. . 144Part 2: Key elements of ESG for general counsel. .. .. .. .. .. .. .. .. 146Part 3: The general counsel’s evolving role in ESG. .. .. .. .. .. .. .. . 152Part 4: Setting priorities and structure for ESG in legal. .. .. .. .. .. 157What next?. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 162 Chapter 11: Quantifying value creation in legal departments – showing the income side of legal workBy Christoph H. Vaagt, founder and managing partner, Law Firm Change ConsultantsOld versus new world of legal departments. .. .. .. .. .. .. .. .. .. .. .. 165The new normal for legal departments. .. .. .. .. .. .. .. .. .. .. .. .. .. 165Direct income-generating activities. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 167Indirect value contributions of the legal department – measure in order to prove value. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 167Necessary cultural change. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 169 Chapter 12: Managing change in a legal department – introduction of a contract management systemBy Wolf-Peter Gross, management consultant, Law Firm Change ConsultantsChange in general. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 173Change in legal departments. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. . 175Case study: Introduction of a case management system. .. .. .. 176The change process. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 178Leadership. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 184Conclusion. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 184 About Globe Law and Business. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 187
