Author Archives: Rees Morrison - Page 2

What does ‘Contract Lifecycle Management’ really mean?

Leading Law Departments

Vol. 1, No. 38

What does ‘Contract Lifecycle Management’ really mean? I am no expert, but this summary from a vendor’s announcement seems apt: ‘The solution from Contract Logix will enable them to securely centralize their contracts and related data in single contract repository and more efficiently request, create, negotiate, execute, and manage agreements.’ What law department wouldn’t wish for that? Click here for the full text from Contract Logix.

Why you need a mission statement.

Leading Law Departments

Vol. 1, No. 37

Why you need a mission statement. If your Law Department doesn’t have a clear view of what its primary purposes are, it’s likely to muddle along. ‘In the age of delivering more for less, in house legal departments may struggle to find the time to take a step back and clearly define their purpose and their mission.’ Click here for the full text from Neota Logic.

A boost for inhouse pro bono by a law firm.

Leading Law Departments

Vol. 1, No. 37

A boost for in-house pro bono by a law firm. A good deed by a law firm, Davis Wright Tremaine, and a reminder that in-house lawyers want to contribute to pro bono causes. The firm is sponsoring ‘a CLE program for in-house lawyers only to help attendees learn how to identify and disseminate pro bono opportunities and become familiar with special rules that apply to in-house lawyers.’ Click here for the full text from Davis Wright.

Design thinking by law departments

Leading Law Departments

Vol. 1, No. 35

This piece argues for design thinking by law departments. Its context is technology, but the framework for thinking applies to all management challenges. ‘Our senior leadership wants digital transformation. Most of our legal professionals do not know how to execute on that ask because we have not trained them how. They think it involves acquiring a new technical skill, and for some, it may. But the primary gap is people’s inability to describe the current state of what we do and design an optimized version. We believe that process and design skills are necessary to advance digital transformation because these will give us high ROI investment targets defined by the expert legal professionals who do the work and know what has value’ Click here for the full text from the Corporate Counsel Business Journal.

Three metaphors for a General Counsel as leader.

Leading Law Departments

Vol. 1, No. 35

Three metaphors for a General Counsel as leader. Cute and memorable, the General Counsel of Pepsico summarized his goals:’As a leader, I prioritize my team – I aspire to be a doorway to answers, a buttress of support, and when needed, a bulldozer of obstacles that may be in the way of delivering for the business.’ Perhaps mixing metaphors, but, hey, it sticks. Click here for the full text of the interview with the GC of Pepsi.

General counsel caught between CEO and Board.

Leading Law Departments

Vol. 1, No. 35

General counsel caught between CEO and Board. This article makes the important point that general counsel have to walk a sometimes tricky line between the CEO and the Board. ‘Cementing the information imbalance is the fact that the typical company board has no everyday dedicated staff. Instead, directors rely on an executive – usually a company secretary or general counsel – who is accountable to and works for management. These officers are often the silent heroes of corporate life, as they attend to multiple, sometimes conflicting, constituencies and do so with high ethics and professionalism.’ Click here for the full text of a snippet from an article.

Hold tight on legal holds.

Leading Law Departments

Vol. 1, No. 35

Hold tight on legal holds. All law departments that are defendants in lawsuits must preserve documents, emails and other materials. Specialized software helps in that legal hold activity. Here’s a guidebook to that process. Click here for the full text from Zapproved.

Who wants to take the time to file emails properly?

Leading Law Departments

Vol. 1, No. 35

Who wants to take the time to file emails properly? Probably no law department has solved the challenge of getting in-house lawyers to file their emails (received and sent) in the right folder accurately and promptly. You’ll never push that rock all the way up the hill, but software can give a shove. Click here for the full text about ZER0 software.

A matter management system can draw on data in many other systems

Leading Law Departments

Vol. 1, No. 35

A matter management system can draw on data in many other systems In its discussion of the term ‘Work Management’, which ‘includes ALL the work performed in the legal department,’ CounselLink points out that a matter management package might integrate with and incorporate the data from:

  • HR systems
  • Document management systems
  • IP systems
  • Claims systems
  • SOP systems
  • And more.

Click here for the full text from CounselLink.

Skills needed by inhouse ediscovery teams

Leading Law Departments

Vol. 1, No. 35

Skills needed by in-house ediscovery teams Costs and data governance knowledge need to be married to technical ediscovery skills. ‘Within a [law department] eDiscovery department, the team faces the dual challenge of balancing legal eDiscovery requests with managing the costs of associated with the data once it is identified and collected. In addition, they need to have a comprehensive understanding of where and how the organisation’s data is stored.’ Click here for the full text from Integreon.

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