Meaningful, effective, and enduring diversity, equity, and inclusion (DEI) initiatives require an organization-specific approach. Learn about how inclusive leadership, structural changes, and psychological safety are critical to the success of DEI initiatives.
An ACC benchmarking report containing critical law department financial and operational data to assist legal departments in establishing baselines for performance improvement in the areas of staffing, spending, work allocation, law firm usage, and diversity and inclusion.
How to make a strong positive impact when starting a new job as general counsel? Find practical tips and strategies shared by experienced in-house counsel and condensed by ACC in this toolkit. Nine checklists that distill insight from general counsel, from acing your first 90 days to developing your leadership and business skills and retaining talent on your team.
This Privacy Capability Maturity Model provides a detailed maturity model for all aspects of an organization’s privacy program, including its use of Artificial Intelligence (AI) and Machine Learning (ML) using personal information.
It seeks to gauge program capability across a variety of program elements, taking a “big picture” view on an organization’s readiness to comply with these requirements.
This article discusses how President Biden's Executive Order on artificial intelligence and follow-up actions by federal agencies will impact federal risk-management practices, likely serving as a model for AI risk management by private-sector employers.
The ACC Records Management Program Maturity model provides a detailed maturity model for all aspects of an organization’s records program.
It seeks to gauge program effectiveness across a variety of program elements, taking a “big picture” view to increase program value.
Learn about data subject access requests (SARs) and global data privacy legislation and considerations for HR Strategists.
ACC and Everlaw conducted a survey of 373 in-house legal professionals in the United States to better understand the extent to which corporate legal departments are collaborating with other business units, how legal teams are collaborating with their law firms and other vendors, and how technology plays a role in enabling collaboration. The results reveal that although legal staff desire greater collaboration and there is a clear recognition of the benefits of doing so, there are impediments preventing legal teams from realizing that full potential.
For legal professionals, caution and conservatism are often vital in fulfilling their job responsibilities. Discretion and thoroughness are required to protect clients’ best interests. So it’s no wonder that many in the legal field are hesitant to adopt new, untested technologies. Even with potential benefits on the horizon, the risk of using tools that haven't been fully vetted can be enough to slow down innovation. Read more here.
Jeff Isaacs has given much thought to the evolution of legal services over his 30-plus year career in the industry, both in legal operations and as an attorney acting as both outside and in-house counsel. I recently had the opportunity to catch up with him on his career and his decision to join KPMG LLP as Director, Global Legal Managed Services. Click here to read more.