ACC Value Challenge

ACC Value Champions
ACC Value Champions 2013

Read the 2013
ACC Value Champions
Handbook

Meet the 2013 ACC Value Champions

The nominations received for the 2013 Value Challenge suggest an interesting trend: In-house legal departments are borrowing concepts from manufacturing in order to increase value — that which they are providing to their internal business clients and that which they are receiving from their external law providers.
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ACEA S.P.A.

ACEA reminds us that in-house counsel must focus on communication and responsiveness internally, as we request our external counsel to do with us; and shows that the enhanced partnership that value billing fosters extends to business clients. Further, this Italian company indicates the pervasiveness of value billing.

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Bank of America

This example shows a commitment to the journey toward a more effective legal department and relationship with external counsel. B of A's "Litigation Roundtable" also demonstrates the extent to which having external firms understand the need to partner for common clients is valuable and creates efficiencies for the firms and their client.

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British Telecommunications PLC

Using this alternative methodology for legal work in-take and allocation assists in-house counsel to become more strategic without impacting the risk-based advice received by the company, and demonstrates an innovative legal process outsourcing model. The "Legal Value Index" is an interesting success measurement tool as well.

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China State Construction Engineering Corporation

This small, middle-east based legal department provides further evidence that clients globally are pursuing value-based solutions. China State also borrowed from social media tactics, leveraging new technology to assist in the departmental communications.

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HIROC & Borden Ladner Gervais LLP

Value arrangements deliver predictability to the client, which is important for all corporations and their budgeting. Also this long-term partnership, relying on disciplined use of project management to ensure profitability of the fixed fee arrangement, provided a number of benefits to the law firm, including performance bonuses.

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Hot Fuel Group & Shook Hardy Bacon

Having a law firm look for synergies amongst a client group, rather than differences, to the advantage of the entire group and managing the group interests is a great advance which also opened up more opportunities for the client group.

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Mondelez International & Axiom

Using innovative thinking and careful planning at the beginning of a transaction can open up new and improved ways of managing a situation. This huge spin-off affected multitudes of contracts, trademarks and patents, and was managed on a fixed-fee-per-agreement basis, delivering cost savings, predictable spending, and a nifty new contract management system.

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Marsh & McLennan Companies

MMC attacked value challenges on a broad range of fronts, including convergence to a law firm panel coupled with convergence to value-based fees. Simultaneous initiatives undertaken included automating processes and re-deploying savings to meet growth in demand, becoming a more client-focused legal department.

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NetApp, Inc.

So often the lack of analytics is said to prevent innovation, it's great to see an in-house group use technology to enable bringing real analytics forward, and applying it to performance management, such as through its quarterly business reviews with outside counsel. Net App's technology roadmap helped them make advances in all areas of their work.

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Nike, Inc. & Seyfarth Shaw LLP

Nike needed a solution for high-volume, routine transactional work and teamed up with Seyfarth Shaw to deploy a technology-assisted process model that allocated services across a shared services platform for cost-effectiveness, while centralizing management to ensure consistent quality.

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Office Depot, Inc.

Noteworthy commitment to using value fee arrangements, portfolio by portfolio, to obtain more strategic relationships with external counsel and manage spend - reaching a tipping point of more than 50% of spend on non-hourly fees and savings of 30%. Office Depot even assembled joint patent troll defense groups, using value fees to control costs.

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United Technologies

UTC demonstrates laser-like focus on one metric: adoption of value-based fees. Law Firms, practice groups and attorneys, both inside and outside, are measured on progress against that one metric, and assisted through training and a toolkit. With more than 70% of spend on value-based fees, the goal of 100% is in sight.

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