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If we could know in 2020 what we will know in 2025 (only five
foreseeable years into the future), how would we change our
attitudes, actions, and the way in which we practice law, the
services we offer, the clients we target, and the ways in which we
choose to deliver our services? Indeed - if we could have known a
year ago the events of the first three months in 2020, what might
we have done to prepare? The American writer and humorist, Mark
Twain, advised: "When everybody is out digging for gold, the
business to be in is selling shovels!" So, what foreseeable trend
may represent the figurative "shovel" that every client will need
tomorrow?
The contemporary legal landscape is no longer a rigid hierarchy
composed of limited and complacent behemoths, but rather an
ecosystem, filled with a wide variety of players that facilitate
disruption and revolution and jostle for clients' attention with
agility and innovation. This includes - but is certainly not
limited to - entities such as technology companies, consultants,
alternative legal service providers, and paraprofessionals. Law
firms are not the only ones in this environment that must adapt or
fail; the legal department and in-house counsel, too, must
transform in order to remain relevant and competitive. The world of
the general counsel (GC) has already seen massive shifts -
ever-increasing globalization has meant more legal issues and
corporate activism, which in turn has generated new challenges and
heightened demand. The GC cannot simply act in the role of
outsourcer of work to external counsel, as in the past. With the
growth of legal departments (it is now not uncommon for legal
departments to number in the hundreds or even thousands, often
formed of expensive lateral hires) the GC must now wear a number of
hats, including that of the "CEO" of their department. The
introduction of data analysis into the legal space and the
oft-repeated mantra of "less with more" has meant that the GC must
now think in terms of spend and budget more than ever before,
transforming the legal department from a cost-center to a
value-add. They must cultivate a breadth and scope of vision, able
to organize and lead their department as an innovator. The
flourishing legal ops role also provides yet another challenge for
the GC. As the incorporation of legal ops within the law department
becomes increasingly essential, the GC must work to ensure
alignment and manage change. The present time has been hailed as
the golden age of in-house lawyering, yet - and perhaps because of
this - it is an uncertain and challenging time for the GC. Tipping
Point: Transformation and Innovation in the Legal Department is
intended as a handbook for the GC looking to build a truly modern
legal department and revolutionize their role. Encompassing aspects
from leveraging influence with the c-suite to reimagining
organizational hierarchies and seeking the right operational
professional, this publication features contributions from those at
the frontiers of the profession as it transforms and embraces new
areas of expertise.
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