• 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

Procurement of law firms services and global corporate legal departments

Procurement has found the corporate legal department, even for mid-size companies.  This means that corporations are providing expertise to their law departments so the corporate legal department derives more value from their providers and utilizes competition among providers as a means to reduce costs. 
As corporations put more pressure on their company legal departments to control costs , in-house lawyers will require better forecasting of costs from their law firms.  This will require law firms to be better financial managers.  Corporate law departments and their internal clients will expect projects to be costed in various segments.  Corporate law departments often want bills to be automated, timely and consistent with those forecasts, and for their law firms to consult with them when circumstances warrant a change from a forecast.   Transparency in matter and case estimating, budgeting, reporting and billing will become an expectation of many global company law departments.  

Stakes are high for global corporate legal departments given the fall-out from regulatory investigations and disputes, and Job 1 is to protect corporate reputation.  GCs are under increased pressure to avoid corruption and ensure compliance.  More and more of them are under scrutiny or have been indicted.  Law firms serving these corporate legal departments must have a respected name and reputation, and the advice must truly fit the company’s objectives and help demonstrate compliance. 

There is more focus on evaluation and reporting for corporate legal departments.  More and more corporate legal departments want to measure how they’re doing with their internal clients.   Some corporate legal departments are taking steps to improve their panel performance measurement and review efforts.

Want to learn more about corporate legal departments? Get your copy of Bright Ideas: Insights from Legal Luminaries Worldwide today!

 


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