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.
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 substantial increase in international trade disputes, constraints on US courts, and the limited reach of US court judgments create a demand for an innovative way to handle international technology disputes.
The purpose of this guide is to provide an overview of international and national anti-corruption regimes within an Asia Pacific context. It highlights how corporations should best approach anti-corruption compliance, transactional and third party due diligence and corruption investigations. It also examines related issues from anti-money laundering and whistleblowing regimes.
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.
Read Todd Silberman's insights on the balance between work and life. Do we live to work or work to live?
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.
In his final Career Path column, Bjarne P. Tellmann shares how to embrace change — no matter how daunting.
Work-life balance is not about having equal energy for all parts of our life. Instead, it's about taking care of yourself and identifying your priorities.
"To sharpen the saw," sometimes it's important to learn, play, and rest before tackling your to-do list.
Though most businesses avoid using this particular word, Business Ethics Columnist James A. Nortz argues that it should be synonymous with "ethics."
Honest performance reviews are the only way your employees can make reasoned decisions about their future lives and careers.
Creating an outline or script before an important discussion can increase the effectiveness of the verbal communication. Here's how.
If you feel stuck at work, recall your initial excitement and determine what you need to do to reignite that spark.
This article includes a six-step action plan to help you become more productive on both the individual and team levels by making better use of three important resources time, technology and human resources.
Overview of issues related to social media's use in corporate communication. Includes guidance on creating a social media policy.
This sample is an executive summary of a contract policy.
This checklist provides a means to determine if your business is affected by the Utah Consumer Privacy Act (UCPA). If your business falls under this category, this checklist also covers building action items that move the organization toward compliance.
Read this article to learn tips for turning adversity into opportunity.
This is a sample social media policy.
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