Setting and managing budgets, training, use of quarterly reports, and how the budget performance is measured by CIGNA's law department, is discussed in this value practice.
This Value Practice Resource describes how Squire Sanders challenges its attorneys to remedy disconnects between costs for outside legal services and value the client receives.
This Value Practice piece describes how Johnson & Johnson divides litigation matters into components, negotiates per unit figures, and monitors progress.
Pfizer's consolidation of employment litigation and counseling to one firm, Jackson Lewis, and the value added, is described in this Value Practice resource.
In-house lawyers for companies around the world are playing leading roles in providing proactive legal guidance to corporate clients on governance initiatives. This practice profile shares information on practices implemented at the following seven companies: Alvarion Ltd., Ballard Power Systems, General Motors Corporation, SAP AG, Sun Microsystems, Inc., Westpac Banking Corporation, and Woolworths Limited.
Some would argue that finding the right people is paramount to outlining strategies and tactics. When running a legal department, however, perhaps that order should be reversed: First, what ... then who. With discipline and commitment, legal departments can achieve significant cost savings and operational efficiencies by implementing this approach.
This ACC Value Practice piece highlights the law department's practices for creating and managing alternative fee/value-based arrangements and related invoice and billing practices to help efficiently track and manage legal budgets.
Hannah and Morton LLP found that using fewer associates enables the firm to add value to their clients in several ways, outlined in this Value Practice piece.
Bartlit Beck handles high stakes litigation under a variety of non‐hourly structures. This Value Practice resource details how Bartlit Beck crafts these fee arrangements and structures operations to make them work.
Highlights a quarterly review process with key business leaders of Southern California Edison Company and how the General Counsel uses a balanced scorecard approach to demonstrate the law department's value. Also highlighted their practice of charging in-house legal budget for all legal costs.