In October 2018, ACC's Board of Directors announced key initiatives of its Strategic Plan 2.0, a roadmap for the organization’s success over the next five years. This plan builds on the progress made by the Strategic Plan 1.0 referenced below.
The Strategic Plan 2.0 marks new opportunities to serve the in-house counsel community worldwide and return value to ACC members. It encompasses standards for education, accreditation, and benchmarking. It supports the practice of in-house law and the unique role of the head of legal function. Additionally, it continues ACC’s global expansion, with a deeper focus on Europe and the Asia Pacific region.
The Plan revolves around four themes designed to maximize member value, including:
- Transforming ACC products and services to offer members a more targeted and personalized experience based on their unique context.
- Bolstering ACC’s efforts to enable productive connections, collaboration, and engagement between members with similar interests.
- Being the network of choice for in-house counsel worldwide by providing all members a first-rate customer experience regardless of their location.
- Shaping the environment in which members operate, so their contributions and counsel are highly valued and sought by their key stakeholders.
Read more information about the ACC FY2018-2022 Strategic Plan
Mission Statement
ACC is a global bar association that promotes the common professional and business interests of in-house counsel who work for corporations, associations, and other private-sector organizations through information, education, networking opportunities, and advocacy initiatives.
Vision Statement
ACC aims to be the premier global bar association serving the diversified needs of in-house counsel by:
- Anticipating and understanding the needs of the in-house bar
- Helping members deliver services to their corporate clients efficiently and promoting the value of in-house services
- Influencing the practice of law as it affects the in-house bar
- Delivering a mix of relevant, timely services, including information, education, networking, and advocacy
Operating Values
ACC’s primary responsibility is to our members. We continually strive to develop resources and programs that respond to and anticipate member needs. To ensure that we fulfill this commitment, we have adopted the following core operating values:
- Representing in-house attorneys as full and equal members of the legal profession
- Fostering excellence among in-house practitioners, helping them represent their clients effectively and deliver services efficiently
- Advancing the highest ethical standards governing the practice of law in a corporate setting
- Promoting diversity and inclusiveness within ACC and the in-house community as a whole
- Encouraging public and pro bono service
- Fostering a sense of collegiality to facilitate networking and interaction among in-house counsel and foster professionalism, openness, and candor among members
Strategic Plan 1.0: The Foundation
In February 2012, ACC's Board of Directors adopted the FY2013-2018 Strategic Plan 1.0, which charted the direction for ACC’s growth and continued success over the ensuing five years. The Strategic Plan served as the foundation for the Strategic Plan 2.0.
Through defined goals, attainable actions, and ongoing assessment and accountability, ACC has made a commitment to advance its strategy each year and to clearly communicate objectives to membership, leadership, and staff, as well as to the legal and business communities.
At the conclusion of each fiscal year under Strategic Plan 1.0, ACC published a Progress Report detailing the organization’s accomplishments for the previous 12 months. Each Progress Report may be downloaded below.
Additional information
- ACC Embarks on New Strategic Plan, Building Upon A Rich History of Success
- ACC Announces Strategic Plan
- ACC Strategic Plan Fact Sheet
- Strategic Plan 1.0 Progress Report — Year One (2012-2013)
- Strategic Plan 1.0 Progress Report — Year Two (2013-2014)
- Strategic Plan 1.0 Progress Report — Year Three (2014-2015)
- Strategic Plan 1.0 Progress Report — Year Four (2015-2016)
- Strategic Plan 1.0 Progress Report — Year Five (2016-2017)