ACC Value Challenge

ACC Value Champions

Read the 2014
ACC Value Champions
Handbook

Meet the 2014 ACC Value Champions

The nominations received for the 2014 Value Challenge reveal an evolution that's taken place over just three years: Whereas value-based fee arrangements were front and center during the first year of our program, they are now part of a comprehensive approach that reflects a ground-level cultural change in the in-house practice of law.more...

ACE Group

ACE Group developed a cool intranet tool used for knowledge management (KM), agile staffing for projects and a balanced scorecard for internal performance. Their approach is innovative, and hits across multiple business lines.

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Caterpillar, BakerHostetler, Pangea3 & Heyl Royster

Caterpillar allocates legal work across a variety of internal and external resources based on complexity, using the lowest level of expertise and cost required for each task. Tools include play books, escalation processes, quality reviews & metrics tracking. Strategic work is better handled, costs are lowered and clients get faster service.

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csa group

CSA's general counsel took an ACC Value Challenge tool and put it to use to get alignment with the enterprise strategic plan and on resourcing legal work—within her small department, with all business units, and with the C-suite—and saved money by reducing burden on her attorneys.

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EBAY, INC.

eBay reengineered its contracting from cradle to grave, using risk-calibration and smart staffing—a pooled approach in a Center of Excellence.

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eMBRAER S.A.

This Brazilian airplane manufacturer applied KPIs, process improvement ("Lean"), contract standards and more to gain efficiency and control. The eventual 10 percent reduction in legal expense and 30 percent reduction in contract cycle time is impressive, as is the cost avoidance through root cause analysis and steps taken to reduce disputes.

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Huntington Ingalls Industries, Inc.

Huntington Ingalls built a compliance system from the ground up, focusing on leveraging internal resources more effectively. The key: getting the business to own compliance.

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Hyundai Motor Manufacturing alabama, llc

Hyundai's GC started up a legal department and automated a ton of legal processes to meet demand for legal services with a tiny legal staff, delivered training to its clients to address root causes and reduce demand for legal work, and reviewed outside counsel quarterly to manage performance.

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JPMorgan Chase & Company

Powerful results from a proactive assessment of cases demonstrate the value inside counsel can bring, especially when teaming up internally to apply business solutions. This legal department also borrowed from social media, deploying an intranet-based knowledge management and collaboration platform that connects its far-flung team.

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Microsoft Corporation & Perkins Coie

Although it is sometimes argued that M&A transactions are immune from value-based techniques, Microsoft & Perkins Coie prove this wrong.  Value concepts work everywhere and on any matter type, and this collaboration delivered big improvement in predictability of spend.

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MSA Safety Incorporated & Reed Smith

This small law department was able to implement a lot of value tools, resulting in improved costs, predictability and outcomes. They focused on use of technology, process improvement and improved reporting, and deployed a national coordinating counsel model.

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ZS Associates

The effective use of LPOs and playbooks allowed more expensive on-shore resources to focus on high-value matters. This small legal department uses every value tactic available.

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