Demonstrating Value in In-House Legal Teams

Advice and best practices needed to demonstrate the value and input in-house lawyers bring to their organisation.  

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Description

This report provides in-house lawyers with the advice and best practices needed to demonstrate the value and input they bring to their organisation.
Expectations on in-house legal teams and general counsel have changed. The legal team is now evaluated like every other part of an organisation and the head of any in-house legal team is held accountable for costs and effective management.
Managing Partner’s crucial new report, Demonstrating Value in In-House Legal Teams, examines the challenges for lawyers in successfully demonstrating value, and the methods by which it can be achieved.

This report is packed with in-depth insight and practical working guidance from a wide range of international experts from corporate legal departments, law firms, and academic institutions including:

  • Ian Jones, lawyer and legal consultant who demonstrates how a legal team can be measured based on their value creation within an organisation
  • Frederick J. Krebs, Senior Fellow at the Georgetown University Law School’s Center for the Study of the Legal Profession who outlines ten rules for proving value and explains the steps needed to effectively demonstrate in-house legal department value
  • The evolving role of the general counsel is covered by Kenneth A. Grady, Chief Executive Officer, SeyfarthLean Consulting LLC and he highlights how lawyers will need to use strategic and analytic skills to maximise their organisation’s competitive advantage
  • Dr Andrew Chester, Chief Executive of Iken Business Ltd explains how in-house legal teams can effectively define, measure, and demonstrate value
  • Greg Bott, Head of the Client Development Centre at Addleshaw Goddard provides a number of practical ideas for how the legal function can improve its effectiveness when it comes to creating, delivering, and reporting value.

Every in-house lawyer is expected to add value to their organisation beyond the supply of cost-effective, quality legal services.

Contents

Chapter 1: Demonstrating value creation by in- house legal teams

Chapter 2: Ten rules for proving your value

Chapter 3: The twenty-first century lawyer as analytic strategist and innovator

Chapter 4: Demonstrating value through effective measurement

Chapter 5: Unlocking value through close collaboration with outside counsel

Chapter 6: The value challenge: How in-house legal teams create, deliver, and report value

Chapter 7: TELUS Legal Services interview: Demonstrating the value of the in-house legal department

Chapter 8: The role of the general counsel/CEO relationship in demonstrating in-house legal department value

Chapter 9: Two are better than one: Demonstrating value by getting the client involved

Check our Executive Summary and full table of contents here

Authors

Frederick J. Krebs
Senior Fellow at the Georgetown University Law School’s Center for the Study of the Legal Profession

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