The need for a more ‘nimble and agile’ environment is driving the Royal Bank of Scotland’s (RBS) foray into the flexible lawyers market, reducing a dependence on the need for secondees from external firms.
RBS general counsel (GC) Michael Shaw (pictured) confirmed the bank has gone out to a number of flexible resourcing providers with an eye to setting up its first-ever panel in the area later this year. Continue reading “In-house: RBS to tackle peaks and troughs with flexible legal providers”
Three of the global in-house community’s leading lights have announced moves in recent weeks, with former BT general counsel (GC) Dan Fitz’s moving to The Francis Crick Institute and resignations at both Google and Facebook.
Fitz, who in December last year announced he would be stepping down after seven years, will take up his new role as GC and company secretary at the biomedical research centre in November. Continue reading “In-house: big names move shop as BT’s Fitz goes into medical research and tech giants see exits”
Alex Novarese, Legal Business: How do people feel about the service from law firms?
Simon White, Cognizant: There are a lot of individuals I like a great deal but as institutions, I struggle with law firms as a concept. Continue reading “The global client debate: Across boundaries”
‘A good general counsel (GC) should do three things,’ says National Grid’s Alison Kay: ‘Manage the legal requirements of the business, manage their people and manage their budget.’ But as managing the legal requirements of a large business becomes more time consuming, GCs are increasingly finding it difficult to pay adequate attention to costs and staff.
‘In-house is fighting constantly for staffing and budget against compliance, enterprise risk and other areas, and teams are stretched thin just responding to demand,’ says Leigh Dance, founder and president of ELD International. ‘The GC’s time is taken by dealing with board-level issues and often there is no second tier of in-house professionals with the time or experience to implement new technology or make the case for legal operations support.’ Continue reading “The New GC Toolkit: Hired help – bringing new skills to legal teams”
‘There’s a palpable sense of innovation in the legal industry,’ says Casey Flaherty, founder of legal technology consultancy Procertas. ‘But then,’ he adds, ‘there always has been.’
While heads of innovation are now an established part of the law firm landscape – among the better-known names in this rapidly expanding sub-profession of business development are Derek Southall of Gowling WLG, Bas Boris Visser of Clifford Chance, Kathryn DeBord of Bryan Cave Leighton Paisner and Knut-Magnar Aanestad of Norwegian firm Kluge – their impact on the practice of law is more muted. Continue reading “The New GC Toolkit: The innovation illusion”
In-house teams are using new techniques and recruiting specialists to take a more sophisticated approach to procuring legal services
In April last year, US-based tech services provider DXC Technology was formed following the merger of The Hewlett-Packard Company’s enterprise division with Computer Sciences Corporation. It was the ideal opportunity for general counsel (GC) Bill Deckelman (pictured) to sit down with senior management and establish what the legal function should look like. Continue reading “The New GC Toolkit: The discerning customer – smarter procurement”
For general counsel (GCs) struggling to manage the administrative and regulatory burdens of the role, a head of operations has become the must-have accessory. In the US, the growth of legal ops is demonstrated by statistics. A recent Association of Corporate Counsel survey suggests that nearly half of all GCs in the US have appointed a legal ops professional to drive transformation, while the Corporate Legal Operations Consortium (CLOC) is targeting a membership of 50% of the Fortune 500 by mid-2019. Our global survey shows these numbers are less representative of trends outside the US, but only slightly. Just under a third (30%) of GCs globally currently have a head of legal operations, while a further 13% are looking to recruit one in the near future.
Aine Lyons was one of the first to take on a truly global legal ops role when, in 2010, she became head of worldwide legal operations at cloud infrastructure provider VMware. She continues to act as VMware’s global head of legal ops in addition to serving as chief of staff to GC Amy Fliegelman Olli. In November 2015 she became part of CLOC’s global leadership team and now leads its European chapter. Continue reading “The New GC Toolkit: Journey into the unknown – upgrading operations and tech”
The global M&A market is booming. Bill Mordan, general counsel at FTSE 100 drug-maker Shire, would know. Shire’s board recently recommended a £46bn takeover offer from rival Japanese pharma giant Takeda.
‘Money continues to be cheap to borrow and so it’s still easy to get funding from venture capital, as well as other speciality equity investments in new technologies,’ Mordan comments. ‘There’s a large quantum of assets out there available for acquisition.’ Continue reading “Big deals – meet the GCs running the headline deals”
Leading a global legal team is a complex role and many general counsel (GCs) could be forgiven for spending all their energy just trying to get the job done. Not so at Michelin. Despite overseeing a legal community of 200 members, comprising lawyers, patent engineers, paralegals and admin staff, spread across 20 countries, group GC Benoit Balmary wanted the team to develop a defined strategy of its own alongside supporting Michelin’s goals.
‘We have the global management team, the management team of the legal function worldwide, which I chair. This is composed of all of the general counsel of the regional teams, and the heads of the biggest domain teams (IP and corporate), and the head of ethics. This team meets every semester and together we set the strategy of the legal department for the coming years,’ notes Balmary. The mission of the legal department, as defined by our management team, is ‘to protect the group against legal risks and to facilitate its business objectives in an efficient, innovative and sustainable way’. Continue reading “Going places: focus on Michelin”