• MARY K YOUNG, Partner, Zeughauser Group, Washington D.C.
    Moving the Global Law Firm Through a Challenging Economy: Focus on Strategy
  • DAVID SYED, Senior Partner - Europe, Orrick, Paris
    Changing Supply & Demand for Global Legal Services: The Multi-polar Dynamic
  • JOHN H. STOUT, Partner, Fredrikson & Byron, Minneapolis
    The Fulfilled International Lawyer: Advice for a Successful Career
  • ADAM SMITH, General Counsel, EADS Defence & Security, Munich
    Laws are Local: How Can Corporate Legal Services Become More Global?
  • HELENA SAMAHA, General Counsel EMEA, AlixPartners, Paris
    Transcending Legal Expertise to Get to the Heart of Serving Global Clients
  • THOMAS J. SABATINO, Jr., Executive Vice President & General Counsel, Schering-Plough Corporation, New Jersey
    Musical Chairs: How Today’s General Counsel Earns a Seat at the Top Executive Table
  • NORM RUBENSTEIN, Partner, Zeughauser Group, Washington D.C.
    The Key to Credible International Branding
  • JOLENE OVERBECK, Chief Marketing Officer, DLA Piper, New York City
    Moving the Global Law Firm Through a Challenging Economy: Focus on Strategy
  • MICHAEL O’NEILL, SVP and General Counsel, Lenovo Corporation, Washington D.C.
    Fit for Global: Operating Tenets for the General Counsel
  • MARY MULLALLY, Head of Networks, Practical Law Company, London
    How Corporate Counsel in the UK and Europe are Changing, and the Key Elements of Success
  • DEBORAH MCMURRAY, CEO and Strategy Architect, Content Pilot LLC, Dallas
    LAW FIRM 4.0: Considerations for the Global Law Firm in 2020
  • CHRIS MARSHALL, Pro Bono & Community Manager, Reed Smith and Chair, Board of Trustees, Advocates for International Development, London
    International Pro Bono – Broadening our Geographical Reach
  • BRUCE MacEWEN, Founder, “Adam Smith Esq.,”, New York City
    Re-thinking Your Global Strategy: Geography, Talent and Management
  • DESPINA KARTSON, Chief Marketing Officer, Latham & Watkins LLP, New York City
    The Role of Law Firm Values in Successful Global Expansion
  • PETER KALIS, Chairman and Global Managing Partner, K&L Gates LLP, New York City
    The Signature Legal Challenge of the 21st Century
  • ALAN JENKINS, Chairman, Eversheds LLP, London
    Understanding the Importance of Culture in Managing a Global Law Firm
  • FADI HAMMADEH, General Counsel, Dubai Properties Group, Dubai
    The Regulatory Pendulum Worldwide: Where are we Headed?
  • ANN LEE GIBSON, Ann Lee Gibson Consulting, West Plains, Missouri
    Feels Like 1990 All Over Again: Law Firm Economic Cycles
  • TIM S. GLASSETT, Former General Counsel, Hilton Hotels Corporation, Beverly Hills, CA
    Building and Motivating a High-Performing Global Legal Team
  • ROSS FISHMAN, CEO, Fishman Marketing, Highland Park, Illinois
    Focus: The Benefits of a Narrow Scope in the Face of Global Opportunity
  • JAN EIJSBOUTS, former General Counsel, Akzo Nobel, Amsterdam
    Foreword
  • E. LEIGH DANCE, President, ELD International, Inc., New York and Rome
    Introduction and European Counsel Must Improve Compliance
  • BRUNO COVA, Partner, Paul Hastings, Milan
    Reflections on Moving Inside to Outside, and European Counsel Must Improve Compliance
  • JEFFREY CARR General Counsel, FMC Technologies, Houston
    Building a Better Legal Service Delivery System
  • PETER J. BESHAR EVP and General Counsel, Marsh & McLennan Companies, New York City
    Living Through a Corporate Crisis and Preparing for What Might Come Next
  • DEREK BENTON Director of International Operations, Lexis-Nexis Martindale-Hubbell, London
    Lawyers Network Differently as the World Grows Flatter

WHY READ THIS BOOK? 

In Bright Ideas:  Insights from Legal Luminaries Worldwide, players in the global business law industry can gain enormous value that will benefit your organization and your own career.   The following memorable quotes and critical analysis are taken directly from the 26 chapters in the book, the introduction and foreword.  They book covers key issues you face today for:

  • Corporate law departments
  • Global law and business
  • Global law firms
  • Global legal issues
  • Law firm expansion, law firm growth
  • Law firm management
  • Senior corporate counsel, in-house counsel leadership

ORDER YOUR COPY OF BRIGHT IDEAS TODAY, ON THIS SITE:  $24.95

 

Corporate law departments, company legal departments, corporate legal departments

 

“A high-performing global legal team has the real authority to make decisions in real time. If each lawyer must get supervisor approval for routine decisions, they won’t develop the confidence to make the legal risk/business reward judgment calls.”
Tim S. Glassett, Former General Counsel, Hilton Hotels Corporation, Santa Monica, from “Building and Motivating a High-Performing Global Legal Team”

In the current economic climate in-house departments have no choice but to wake up to the need to drive efficiency. With more legal work and less resource they have two options – send out to the law firms at huge expense or look at alternative strategies to build efficiency into the way in which they do business.”
Mary Mullally, Head of Networks, Practical Law Company, London, from “How Corporate Counsel in the UK and Europe are Changing, and the Key Elements of Success”

“This staffing mix of inside and outside resource yields a great opportunity for law department leaders. Ask your inside lawyers what they enjoy working on, and send the unloved work to outside lawyers.”
Tim S. Glassett, Former General Counsel, Hilton Hotels Corporation, Santa Monica, from “Building and Motivating a High-Performing Global Legal Team”


Global law and business

“To do business and practice law you have to respect and try to understand cultural differences. You must operate within the cultural constructs, and if you don’t, you can have the greatest legal solution in the world that simply will not play.”
Michael O’Neill, Senior VP and General Counsel, Lenovo Corp, Washington DC, from “Fit for Global: Operating Tenets for the General Counsel”

 “It is entirely possible that large law firms will recover faster from this current recession than from the one in 1990-91. This time around, firms appear to have more quickly pared troublesome practices and unneeded resources, actions law firm leaders were slower to take in the early 1990s. However, most firms and their partners should still prepare for multiple years of lower profits per partner.”
Ann Lee Gibson, Ph.D., Ann Lee Gibson Consulting, West Plains, Missouri, from “Feels like 1990 All Over Again: Observations and Forecasts about Law Firm Economic Cycles”

“Globalization makes it more important than ever to be able to relate to people where business practice and culture are different, never mind the language. Young lawyers should be encouraged to develop those skills which transcend legal expertise, industry sectors, and geographies.”
Helena Samaha, General Counsel EMEA, AlixPartners, Paris from “Transcending Legal Expertise to get to the Heart of Serving Global Clients”

Global law firms

“If quality, service, and price traditionally have defined legal marketing’s thematic trinity, a new claim has emerged in the last decade: the concept of the global law firm—that is, a firm that promises both sophistication and experience in supporting cross-border deals, interpreting the effects of local and international regulation, and resolving disputes in one or many of its myriad locations.”
Norm Rubenstein, Partner, Zeughauser Group, Washington DC, from “The Key to Credible International Branding”

“An ongoing challenge, in my opinion, is to create a viable business structure for the global law firm that recognizes the key value-add for corporate clients: international coordination of legal services.  Most law firms have not done a great job of integrating project management and the oversight of multi-jurisdictional work into their current business models, and it does not easily fit into the traditional law firm recognition and rewards mechanisms.”
Helena Samaha, General Counsel EMEA, AlixPartners, Paris from “Transcending Legal Expertise to get to the Heart of Serving Global Clients”

“These firms have a more deterministic strategy—they propel themselves in the direction they want to go from no specific origin. Latham and Sidley are examples of this approach; they are not defined by their headquarters either financially or operationally. These firms tend to develop by aggregating businesses across the world that make sense, to produce something better than the sum of the parts.”
David Syed, Senior Partner – Europe, Orrick, Paris, from “Changing Supply and Demand for Global Legal Services: The Multi-polar Dynamic”

“Law firms with teams of lawyers on different continents have platforms that work well for the world’s global companies. They can expand into new markets as their clients expand and they can add to practice capabilities as their clients’ needs change. However, recent economic events mean that global law firms will have to adapt more quickly than ever.”
Jolene Overbeck, CMO, DLA Piper, NY and Mark K Young, Partner, Zeughauser Group, Washington DC, from “Moving the Global Law Firm Through a Challenging Economy: Focus on Strategy”

“To market in a manner more compelling than that which we have seen to date from firms positioning themselves as international would be to tell real stories that demonstrate to clients and other audiences that the firm has achieved the grail of cross-border alignment—not simply to claim that the firm exists in Abu Dhabi, Tokyo, and Rio de Janeiro as well as in New York and London.”
Norm Rubenstein, Partner, Zeughauser Group, Washington DC, from “The Key to Credible International Branding”

“Today, many international firms have thousands of lawyers spread across dozens of countries and even more cities. Global networks have banded together hundreds of mid-sized, full-service law firms into a community that operates loosely like an international law firm. “Global” isn’t enough any longer for Baker & McKenzie—or any other firm.”
Ross Fishman, CEO, Fishman Marketing, Highland Park, Illinois, from “Focus: The Benefits of a Narrow Scope in the Face of Global Opportunity”

Global legal issues

“National boundaries are increasingly commercial curiosities—vestiges of time past—with one critical exception:  each national boundary triggers the applicability of different legal regimes, and each legal regime is a cluster of arcane legal rules with glosses of interpretation not necessarily perceptible from the outside. From a legal standpoint, the world is teeming with scores of traps for the unwary.”
Peter J. Kalis, Chairman and Global Managing Partner, K&L Gates LLP, New York, “The Signature Legal Challenge of the 21st Century”

“Another plus to having been on both sides is the truly global vantage point, for both legal and business issues. If you are General Counsel in a global group, everything has an international element.  It becomes a frame of mind, a natural consideration that you bring to private practice.”
Bruno Cova, Partner, Paul Hastings Janofsky and Walker, Milan, from “Reflections on Moving Inside to Outside”

“A balance therefore needs to be struck.  We need to ensure that there are enough adequate regulations in place to protect the general masses from corporate greed, whilst at the same time keeping those regulations flexible and adaptable enough to allow for the individual innovative spirit that has allowed our societies to evolve since the industrial revolution.”
Fadi Hammadeh, General Counsel, Dubai Properties Group, Dubai, from “The Regulatory Pendulum Worldwide: Where are we Headed? “

“With many lawyers not yet involved in pro bono, extending boundaries should not mean a choice between international or domestic work. Instead, it offers the promise of new opportunities in new areas. These extend to lawyers of all ages and levels of expertise, irrespective of jurisdiction and practice area and whether they are in private practice or in-house.”
Chris Marshall, Pro Bono & Community Manager, Reed Smith, London, from “International Pro Bono – Broadening our Geographical Reach”.

 

Law firm expansion and law firm growth

“Global growth is not to be taken lightly, and critical thinking is required in at least three areas: geography, talent, and what I’ll call management structure and leadership.”
Bruce MacEwen, Founder, “Adam Smith, Esq.” from “Re-thinking Your Global Strategy: Geography, Talent and Management”.

 

“The business development team should help lawyers analyze the best opportunities for business growth in the firm, and be involved in designing the client team around the client needs rather than being driven by the legacy lawyer relationships.”
Deborah McMurray, CEO and Strategy Architect, Content Pilot, Dallas, from “Law Firm 4.0 Considerations for the Global Law Firm”

 “Thankfully, we have two models to choose from: the big Anglo-Saxon law firm that recently mopped up half the local hotshots and is manfully forcing them to use PowerPoint, or the other half of the hotshots who still think they can make a living from membership in some nebulous network that nobody can pronounce.”
Adam Smith, General Counsel EADS Defence, Munich, from “ Laws are Local: How can Corporate Services Become More Global?”

“A human characteristic is that people relate best to those who are like them, who understand them, listen to them, and speak to them in their own language. It is not always possible to find all these attributes in one person, but it is usually possible to find them in combination in a number of people. Thus, we have always sought in all our offices to have a mix of locally-qualified as well as international lawyers.”
Alan Jenkins, Chairman, Eversheds LLP, London, from “Understanding the Importance of Culture in Managing a Global Law Firm Effectively”

“A key element of this solidity is our tradition of moving people from existing offices to our new offices. They transport the cultural elements, translate the concepts to the local environment, and the roots are thus reinforced.”
Despina Kartson, Chief Marketing Officer, Latham & Watkins LLP, New York, from “The Role of Law Firm Values in Successful Global Expansion”

 

Law Firm Management

“There has been a paradigm shift in the way we have to structure and organize to serve the multi-polar world. It encompasses how we train lawyers, what legal service we give, what law, what language, where we put our resources, how we bill and collect, how we assess profitability and performance… it really impacts the whole spectrum of a law firm’s activities.”
David Syed, Senior Partner – Europe, Orrick, Paris, from “Changing Supply and Demand for Global Legal Services: The Multi-polar Dynamic”

Gary Senior, managing partner of Baker & McKenzie in London, added a note of caution: “Firms will structure themselves more like corporate businesses. They will become even more managed and organised, and in the UK the Legal Services Act will fuel these changes. But some international firms will face a challenge to become less imperial in leadership style. British and American senior and managing partners will no longer be able to dominate leadership roles.”
Simon Slater, Director, First Counsel, London, from “What it Takes to be an Exceptional Global Law Firm Leader”

“Firms that will be stronger after this recession are those that find and tap new opportunities at the intersection of otherwise disconnected areas of expertise, where change is happening that they can exploit.”
Ann Lee Gibson, Ph.D., Ann Lee Gibson Consulting, West Plains, Missouri, from “Feels like 1990 All Over Again: Observations and Forecasts about Law Firm Economic Cycles”

“Hundreds of US law firms collectively invest millions each year in summer programs and associate recruiting. All this duplication of effort to recruit the same top 10% with predictably similar results year after year, firm to firm—well, it’s crying out for rethinking at a minimum, and better, a Law Firm 4.0 business model. “
Deborah McMurray, CEO and Strategy Architect, Content Pilot, Dallas, from “Law Firm 4.0 Considerations for the Global Law Firm”

 

Senior corporate counsel, in-house counsel leadership

“In-house lawyers need both status and access to corporate leadership in order to fulfill the duties expected of them.” 
Leigh Dance, President, ELD International, and Bruno Cova, Partner, Paul Hastings Janofsky and Walker, from Corporate Europe Must Improve Compliance”

“We don’t get paid for what we DO—we get paid for what we get DONE. I think this is the single most important rule for success in an in-house role. In my business we often talk in terms of “DONE?” “NOT DONE?” This is the ultimate short summary status for my business people. It’s often all my business client has time or inclination for. It’s a hard discipline for our function and undermined by our legal education.”
Michael O’Neill, Senior VP and General Counsel, Lenovo Corp, Washington DC, from “Fit for Global: Operating Tenets for the General Counsel”

“The General Counsel fulfilling his or her job today will have a seat at a number of chairs at the top executive table. Legal Specialist, Trusted Advisor, Team Player, Leader. Jumping from seat to seat is not always easy, and can be confusing for the GC and other players at the table. But this range of roles for the GC is a growing necessity. It is here where the General Counsel can play a pivotal part.”
Tom Sabatino, Executive VP and GC, Schering-Plough Corp, New Jersey, from “Musical Chairs: How Today’s General Counsel Earns a Seat at the Top Executive Table”

 

“Email has the luxury of transcending time zones, but as many of us know, it is highly inefficient and ineffective. It can work for “one to few” communications on simple issues that do not have cultural nuances or require collaboration, but that is its limit. Act affirmatively to limit the sanctioned use of email in global communications.”
Tim S. Glassett, Former General Counsel, Hilton Hotels Corporation, Santa Monica, from “Building and Motivating a High-Performing Global Legal Team”

 


Profits from Bright Ideas book sales will go to Advocates for International Development, an international pro bono organization.  www.A4ID.org