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