David Cambria, Director of Global Operations – Law, Compliance and Government Affairs, Archer Daniels Midland, has joined the Institute for Law Department Excellence Faculty staff.
David is an attorney and proven leader with broad business, legal and technology experience who engages and influences stakeholders across organizations to realize improved business outcomes and returns on investment. Continually seeks out the “voice” of employees, clients, end users and executives to gain insight necessary in formulating the vision, strategy and action plans for technology-enabled process improvement and organizational transformation. Possess a natural talent for understanding of the impact of operational and organizational change on technical implementations and business functions. Extensive experience defining and prioritizing goals to inspire and motivate high performing teams in an entrepreneurial and ever changing environment. Creative thinker and intelligent risk taker who drives efficiency and scalability while effectively aligning resources to the needs of the businesses. In depth understanding of foreign and domestic organizations, professional services, technology, finance/risk management, and insurance. Proven ability to identify and execute on cost savings and integration strategies. Published business author.
Brian Dalton, Above the Law
There is a popular conception, within and without the legal industry, of lawyers as Luddites. If this is true, there is a massive disconnect between the burgeoning legal technology industry — on abundant display at the recent LegalTech New York Conference — and its would-be clientele, lawyers themselves. Can it be that while legal tech entrepreneurs and innovators are racing to create a more efficient and productive future, there is widespread indifference on the part of the attorneys toward these emerging technologies? Considering that these technologies are promising (threatening?) to transform the profession and practice of law, this would be a curious attitude.
On attending this year’s LegalTech panel on the findings of the ILTA Tech Survey, Joe Patrice could not help but conclude that there is a “profound lack of technological savvy among law firms.” To cite but a few examples: 80% of lawyers do not record time on a mobile device. Nearly 90% of firms do not maximize their cybersecurity capabilities. Nearly one-third of firms are using a version of Word that’s seven or more years old. And so on. The survey’s findings do little to contradict the idea that “technology leaps, the law creeps.” (read the post)
A conversation with John Ansbach of General Datatech.
Peter Vogel, Law Technology News
Contracting for cloud computing services is not new—since 1964 businesses have relied on remote computing. Of course, 50 years ago the services were on mainframes and over telephone lines; today the cloud services are on servers across the Internet.
All kinds of businesses depend on cloud services, but departments often sign the cloud agreements without bothering to consult the organization’s IT department, much less management. As a result, management may not realize the importance of the cloud contracts until the contract ends and the customer cannot get its data, or get the data in the format it expects.
To learn more about what to expect, I asked John Ansbach, general counsel of GDT (General Datatech)
Peter Vogel: Cloud services offer service level agreements, but this is somewhat confusing because the cloud contract is an agreement between the customer and provider. Can you explain what SLA means? (read the article)
A Program For Building the Legal Operations Function
Jeffrey D. Paquin, full article in this month’s issue of Today’s General Counsel Magazine
Law departments require a variety of operational services in areas such as outside counsel management, intellectual property operations and electronic discovery. Many law departments are now focusing on building a centralized, comprehensive legal operations function to manage those services. While in-house counsel are experts at legal work, a law department is responsible for activities that are not optimally managed by counsel with day-to-day legal responsibilities. Those activities rely on a process-oriented approach with well-defined objectives and typically require significant technology.
There are a few standard steps to building an excellent legal operations function. They include developing three to five-year strategic objectives with stakeholder buy-in, conducting needs assessments and developing funding, staffing and technological requirements. (read the post)
Bridgeway University is excited to announce that Toby Brown, Director of Strategic Pricing & Analytics, at Akin Gump, will present on, “How to Communicate With Your Outside Counsel to Get More Legal Bang for Your Buck: Pricing Trends and Tips for In-house Counsel.”
First it was AFAs (Alternative Fee Arrangements) and now it is pricing, but the same challenge remains for clients: Finding ways to get more legal bang for their buck. This session will explore current trends in legal pricing, with a focus on how in-house counsel can better communicate their needs with outside law firms. Toby Brown, a nationally known expert on legal pricing, will share his knowledge of trends, experience in the market and give practical ideas for how an in-house counsel team, can work more effectively with their firms to meet their cost savings goals.
When: Feb 27
Time: 11:30 central
Careful advance planning and forward thinking is a major portion of the solution for major corporate deals and litigation
Samuel Goldblatt, InsideCounsel
Previously, we discussed the ways in which major corporate deals and litigation, contrary to some people’s assumptions, are actually amenable to the techniques of legal project management (LPM) and to advance budgeting and planning. One key reason for this, of course, is the existence of a set of task and phase codes that can be applied by a law firm or a corporation to nearly any matter, no matter how complex. These can be based on the American Bar Association’s Uniform Task-Based Management System (UTBMS) codes, or they can be developed on a custom basis by a company along with its outside counsel. Once such a project is implemented, any firm can develop a reasonable data set for prospective budgeting purposes in 12 to 24 months.
In addition, as law firm consultant Pamela Woldow notes, careful advance planning and forward thinking is a major portion of the solution. Woldow quotes a law partner as saying that “anything that has ever happened before is foreseeable,” and that “increasingly, clients are holding us accountable for foreseeing the foreseeable.” (read the article)
LegalTech New York 2014 Legal Operations Track
ILDE® brings you LegalTech New York’s 2014 Legal Operations Track with guests: Casey FLaherty, Kia Motors, Daniel Katz, ReInvent Law Laboratory, Tom Fuchs, IMS Health, Shari Wilkozek, Motorola Mobility and more.
Here are the sessions you won’t want to miss:
Measuring for Value: Addressing the Challenges in Measuring Performance Quality In and Outside of the Corporate Law Department
As law departments seek to reduce their legal spend, the question is how to optimize the trade-off between cost and benefits. This requires ever sophisticated metrics in order be successful. The problem is that truly measuring attorney and vendor quality and performance is perhaps the most difficult measurement problem facing the industry. Every law firm and vendor claims to be high quality and efficient. They claim to be providing value. Obviously, the truth value of these claim is difficult to evaluate.
What are the correct metrics? How can one validate those metrics? How can those metrics evolve over time to capture the difficult nuances associated with evaluation question? Is it even possible to direct measure the question? If not, what are the best available proxies?
Integrating In-house Legal and Contract Management Functions – Proactive and Strategic Approaches
The legal contracting process is often seen as a source of conflict and cost, rather than collaboration and value, with lawyers accused of hindering rather than facilitating business growth. Through the design, delivery, and success of strategic contract management, savvy organizations can use contracts to gain competitive advantage. Learn how proactive contract and legal professionals can work together, in harmony, towards common goals in cross-functional teams, while using the latest technology, outsourcing, and other contract management strategies.
ILDE® the learning and networking organization dedicated to supporting and equipping in-house legal department leaders in their pursuit of operational improvement and business-alignment and is underwritten by Bridgeway Software, Integreon and Duff and Phelps.
Use code (LTNY14P) get $200 off a Master Pass. Register here.
Become an ILDE member here.