No matter the size of your company or the particulars of your industry, a formal recoveries program can track how your legal department contributes to the company’s bottom line. There are benefits and downsides to affirmative recoveries programs. This article addresses those issues, as well as any other questions you might have about implementing such a program. You might be surprised by what you learn.
Revera, Inc., recently conducted a review of its in-house legal department. The review analyzed the department’s alignment with strategic objectives, workflows, workload capacity, organizational structure and management practices, and relationships with external counsel. The central questions asked were as follows: What value does the department offer? How can it be increased? How is it demonstrated? The results of the review prompted Revera, Inc., to consider some changes to its legal department, as discussed in this article.
The scope of information to be held confidential is remarkably similar for all lawyers, no matter the country you practice in. The real differences are manifested in the exceptions to the duty of confidentiality and the applicability of the duty to in-house lawyers. The exceptions to confidentiality are generally (though not universally) broader in the United States. Do not always assume that US ethics law is the most protective. When it comes to confidential information relating to business crimes or fraud, for example, it often may not be. It is imperative to fully understand and properly analyze confidentiality and choice of law issues where foreign ethics law is involved.
As local economies continue to stabilize, Angola and Nigeria are ripe with potential investment opportunities — particularly in the natural resources area. However, with new laws, immigration considerations and a legacy of corruption, in-house counsel must familiarize themselves with a variety of issues to ensure their clients’ success.
Despite the hard work and long hours that are synonymous with legal departments, they are often unappreciated and viewed as an impediment to progress. By following the three-step approach presented in this article, however, you can promote cross- organizational cooperation, while still managing risk effectively, and help your company better achieve its overall goals.
The Stark Law has promulgated complicated regulations for transactions involving payments to physicians. All facets of the healthcare industry also face on a daily basis the shadow of government prosecutors focused on violations of the federal anti-kickback statute. These laws involve both criminal prosecution and civil liability, and in-house attorneys have at times been prosecuted as individual defendants. Enforcement is expanding to cover individual physicians as prescribers of company products and providers of services to companies, such as consulting and clinical investigator services, and to physician ownership of medical device distributors. Looming over healthcare companies and individuals is the potential to be debarred from participation in Medicare, Medicaid & other federal health care programs. In addition, in-house counsel need to be aware of obscure state laws on the issues of physician self-referral prohibition and anti-kickbacks. This program will discuss the government’s new enforcement trend and mechanisms that in-house counsel can employ to reduce these risks.
This is a list of additional course materials dealing with the energy industry.
"the "Getting the Deal Through" reference guide for M&A professionals"
This article summarises the legislative framework for the protection of personally identifiable information (PII).
After a multinational acquisition has closed, in-house counsel still need to manage different legal systems and different employee rights and expectations. Developing and implementing a post-acquisition plan requires technical expertise and early involvement in the acquisition process. This article breaks down the phases for developing an effective integration plan.
Comment Letter in response to Hong Kong's Foreign Lawyers Registration Rules (“FLRR”) Amendments
Technology Planning for Legal Operations session resource
This article focuses on a shift in the billable hour paradigm and how law firms and clients must look forward and focus on the outcomes that are desired, rather than looking backwards at the cost of production. The billable hour has diametrically opposed functions for both sides in the relationship: (1) unit of production and (2) basis of profitability. Not until both sides understand that you can't have the same unit serving dual purposes, will they truly understand alternative fees and value-based relationships. This article delves into what is required to establish a new model for law firm economics.
<p/>This ACC Value Challenge resource is part 2 of a 3 part series. To view the other resources in this series, please click here:</p>
<p class=><a id=CP___PAGEID=1365185| href=/legalresources/resource.cfm?show=1365185>ACC Value Challenge: Facing Up to the Challenge - The Case for Change (Part 1)</a></p><p class=><a id=CP___PAGEID =1365213| href=/legalresources/resource.cfm?show=1365213>ACC Value Challenge: Facing Up to the Challenge - The Transition (Part 3)</a></p>
This is a sample computer, email and internet usage policy.
Results can be multiplied when you put together any combination of in-sourcing, unbundling, alternative legal service providers, process improvement, value-based fees and technology.
This Wisdom of the Crowd, compiled from questions and responses posted on the New to In-House Forum, addresses the systematic steps that an in-house counsel should take when a company is served with a new lawsuit.
For in-house legal departments, relationships with Outside Counsel are integral to overall management of matters and outcomes. A solid relationship creates synergy and partnership; a dysfunctional one creates frustration and typically increases costs. One of the most common tools to enhance client/firm relationships is setting effective Outside Counsel Guidelines (OCGs). Read this article written by Brenda Hansen, Sr. Legal Operations Consultant, Epiq Legal Business Advisory, for tips on drafting effective and impactful Outside Counsel Guidelines.
The liberalization of China’s distribution sector in recent years has opened a new range of choices for companies that are looking to sell their goods in China. No longer are companies required to use an uncoordinated network of domestic wholesalers. Firms now have the option to distribute products in China using international and Hong Kong-based logistics businesses, one of the many new domestic distributors in China, or to go at it alone. This interactive presentation will explore the significant issues in distribution and agency arrangements in China and Pacific Rim countries, and give you the information, tips and tactics you will need in order to advise your sales and marketing teams on effective strategies to address the complex legal and cultural issues raised by these types of arrangements.
Read Todd Silberman's insights on the balance between work and life. Do we live to work or work to live?
This article contains five tips for freshening up your legal resume right now.
This article examines industry changes resulting from an automated workforce and identifies future trends.
Despite the CLO’s best efforts, Legal is almost always viewed as a cost center within the corporation. What are the most effective ways that you as a CLO can continuously prove your value to the company, what metrics do you use to do it, and how do you get the company to see the cost savings that result from early and regular consultation with Legal?
This is a sample personnel policy concerning corporate credit card use.
Career Path Columnist Bjarne P. Tellmann discusses the various types of diversity that a company needs in order to succeed.
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