In-house legal teams are under more pressure than ever to add value to their organisations. This Special Report combines the rigour of Harvard research with a pragmatic focus based on input from hundreds of General Counsels, in-house lawyers, CEOs and board members to show why and how legal teams work across silos - what we call 'Smart Collaboration.' It includes the business case, practical tips, case studies and tools to help legal teams master the four essential 'vectors' of collaboration: 1.Within legal: the full ...
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In-house legal teams are under more pressure than ever to add value to their organisations. This Special Report combines the rigour of Harvard research with a pragmatic focus based on input from hundreds of General Counsels, in-house lawyers, CEOs and board members to show why and how legal teams work across silos - what we call 'Smart Collaboration.' It includes the business case, practical tips, case studies and tools to help legal teams master the four essential 'vectors' of collaboration: 1.Within legal: the full potential of legal and non-legal talent. Rethink hiring and onboarding. Collaborate across countries and cultures. Elevate leadership skills and engineer work to make time for collaboration. 2.With the business: create more innovative, strategic solutions by partnering with business leaders. Proactively engage with the board and c-suite to deliver value. 3.Across functions: integrate with other departments (Finance, R&D, HR, etc.) to create more holistic solutions that capture opportunities, lower risk, and improve the employee and customer experience. 4.Externally: co-develop solutions to shape regulatory agendas and inform public discourse. Maximise value with outside counsel and other third-party legal providers. Vetted by dozens of General Counsel and in-house lawyers, this report will benefit all members of in-house legal teams and those who work with them (eg, executives, heads of other corporate functions, recruiters and consultants). Partners and leaders in law firms will also gain from a deeper understanding of their clients' operations and aspirations.
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AN EXCELLENT NEW REPORT FOR IN-HOUSE LAWYERS FROM GLOBE LAW AND BUSINESS
An appreciation by Elizabeth Taylor of Richmond Green Chambers and Phillip Taylor MBE, Head of Chambers, Reviews Editor, "The Barrister", and Mediator
This special report from Dr Heidi Gardner can be summed up with these introductory words: "In-house legal teams are under more pressure than ever to add value to their organisations". That is why this series of special reports from Globe Law and Business are so important for professional lawyers and should be included in your law library.
We welcome this report because it combines the rigour of Harvard research with a pragmatic focus based on input from a large number of general counsel, in-house lawyers, chief executive officers, and board members who illustrate why and how legal teams work across "silos" - what we call 'Smart Collaboration.'
The special report also includes the business case, practical tips, case studies and tools to help legal teams master the four essential 'vectors' of collaboration which are set out below.
First. "Within Legal". The range of experts from in-house legal teams today, bring their own jargon, mindsets and approaches, and can create potential obstacles to collaboration in an already time-pressured environment. The report unleashes the full potential of legal and non-legal talent, including rethink hiring and onboarding. Collaborate across countries and cultures are also assessed together with the elevation of leadership skills and engineer work to make time for collaboration.
Second. "With The Business". In-house lawyers need to join a business discussion early enough to integrate their knowledge and earn credibility for their commercial acumen as well as legal expertise. The aim is to create more innovation with strategic solutions by partnering with business leaders, and also to engage proactively with the board and c-suite in order to deliver value.
Third. "Across Functions". Trying to bridge silos for cross-organisation collaboration can create turf battles unless objectives, resources and credit are all clearly explicated upfront. The need will be to integrate with other departments (Finance, R&D, HR, etc.) to create more holistic solutions that capture opportunities, lower risk, and improve the employee and customer experience.
Fourth. "Externally". Despite the value that external collaboration can provide, the time and trust needed to find common goals can be in short supply. The aim here is to co-develop solutions in order to shape regulatory agendas and inform public discourse, and to maximize value with outside counsel and other third-party legal providers
This report has received contributions from dozens of general counsel and in-house lawyers, this report will benefit all members of in-house legal teams and those who work with them, for example, executives, heads of other corporate functions, recruiters and consultants. We consider that partners and leaders in law firms will also gain from a deeper understanding of their clients' operations and aspirations.
The publication date of this special report in paperback is cited as at 30th April 2020.
