General Counsel in the 21st Century
Challenges and Opportunities
Samenvatting
The role of general counsel and in-house lawyers is changing continually. Legal is now considered a vital component of leadership in most enterprises, and it is increasingly common for the GC to be called on for strategic input prior to important business decisions. Added to this is the convergence of social and political trends driving new demand for legal advice and service delivery; an increasing focus on productivity and efficiency; pressure to demonstrate the value of legal to the business in order to gain budget support; and the need to adapt and advance digitally.
The competencies required of the general counsel and their increasingly multi-disciplinary team are also growing with responsibilities expanding to encompass reputational risk, government relations, data privacy, ESG, and interacting with diverse stakeholders including regulators.
Edited by E. Leigh Dance and Christoph H. Vaagt, both with distinguished careers advising legal departments and teams for more than two decades, the second edition of General Counsel in the 21st Century offers general counsel and all in-house legal professionals a variety of expert perspectives on the evolution of the role of the GC and the corporate legal department.
Chapters are written by an international group of well-known general counsel, corporate legal leaders, and other experts, and cover important topics for general counsel today, including:
- The evolution of the general counsel’s role;
- Legal operations as a competitive advantage;
- How adaptive legal functions are embracing technology;
- Managing change in a legal department; and
- Doing more with less.
This title provides guidance on how legal departments can best support the businesses they serve, identify and address areas where change is necessary, and anticipate developments on the horizon. Readers - whether in-house counsel or private practitioners - will gather best practices and learn new and perhaps surprising lessons to help them succeed in their jobs as leaders at the intersection of law and business.
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About the authors xi
Part 1: Strategy and structure
Chapter 1: A slow motion riot – the evolving role of the general counsel and the legal department
By Susan Hackett, CEO, Legal Executive Leadership, LLC
Chapter 2: The general counsel, corporate governance, and stakeholder capitalism
By Bruno Cova, partner, Delfino Willkie Farr & Gallagher, and Leanne Geale, executive vice president and general counsel, corporate governance and compliance, Nestlé S.A.
Chapter 3: The general counsel’s role in the digital transformation of legal
By William L. Deckelman, Jr, executive vice president and general
Chapter 4: Legal operations as a competitive advantage
By Hans Albers, director, legal management consulting, Deloitte Legal, and Áine Lyons, SVP and deputy general counsel, VMware
Part 2: Leadership skills for the GC
Chapter 5: Leadership behaviors that distinguish great general counsel
By Kenneth J. Fredeen, general counsel emeritus, Deloitte (Canada)
Chapter 6: Best supporting act – how adaptive legal functions are embracing technology
By Isabel Parker, executive director, The Digital Legal Exchange
Chapter 7: Considerations on doing more with less – leading the lean legal department
By Maja Fabula, vice president and deputy general counsel, Tenneco Inc.
Chapter 8: Crisis prevention and management – how must legal and communications act together?
By Christian Lawrence, partner, Brunswick Group
Part 3: Adding value and managing change
Chapter 10: ESG – how the GC and legal function contribute to sustainability initiatives
Chapter 11: Quantifying value creation in legal departments – showing the income side of legal work
By Christoph H. Vaagt, founder and managing partner, Law Firm Change Consultants
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