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The Association of Corporate Counsel (ACC) is the world's largest organization serving the professional and business interests of attorneys who practice in the legal departments of corporations, associations, nonprofits and other private-sector organizations around the globe.

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Get Inspired by the ACC Value Champions

The ACC Value Champions program identifies, celebrates and publicizes successful law department value initiatives and collaborations between clients and their law firms and legal service providers. The Champions utilize value-focused management practices to cut spending, improve predictability and achieve better outcomes. They represent varied industries, organizations of many sizes and employ an array of value levers.  

The ACC Value Champions have shared their value practices and tools to inspire others. By cutting costs, improving predictability and achieving better outcomes, you too could be recognized as an ACC Value Champion. 

ACC Value Champions by Year

  • 2019

    AbbVie

    Shortly after AbbVie’s formation in 2013, its legal operations team decided to address run-away data costs associated with e-discovery. They brought all data collection, processing and hosting in-house, saving US$4 million per year. Significant intangible value followed, as AbbVie’s internal eDiscovery group became internal consultants, assisting with early case assessments and adapting processes to get better results.


    Anglo American & Exigent 

    After the 2015 collapse of commodity prices in the mining sector, the Anglo American Group legal team in Johannesburg lost 60 percent of its in-house staff. They moved low-value, high-volume work to Exigent, freeing the in-house team to handle complex legal issues. Contract turnaround time dropped 86 percent. Exigent also developed a custom legal spend tool that supported Anglo in converging to a panel of law firms and better managing pricing. This resulted in a 35 percent decrease in outside counsel spend over three years.


    Deutsche Bank & Quislex

    Deutsche Bank partnered with QuisLex to create a Center of Excellence for e-discovery, standardizing processes and implementing sophisticated, AI-enabled tools to find relevant documents, automate redactions and translate foreign-language documents. The Bank saved millions of Euro, with the cost of 18-month reviews down 49 percent and 90 percent of managed reviews completed on time and on budget.


    Hatch & Lexvoco

    Hatch’s Australia-Asia legal team used design thinking in collaboration with Lexvoco to build a global, legal information platform, mapped against Hatch's project life cycle. The platform empowers clients to self-serve for routine legal issues. This has led to a drop in the response time for document requests, from an average of a week to a few hours. The legal team also implemented key change management techniques as part of design thinking, including enhanced visual communications and training practices.


    MassMutual

    Leveraging its data scientists and Lean expertise, MassMutual put some new twists into an old concept - employing a national coordinating counsel. From selecting the pilot portfolio of litigation, to conducting the RFP, structuring the alternative fees and onboarding the law firm, MassMutual applied a data and process improvement driven approach. In its first year, this new model reduced legal spend by 12 percent and matter duration by 40 percent.


    McAfee

    To overcome backlogs, inconsistent service and miscommunication stemming from using email to provide legal services, McAfee created a digital platform that deploys decision trees to deliver advice to clients and route unique, impactful issues to in-house counsel. Costs dropped 60 percent and the number of completed reviews per year rose 300 percent.


    Rabobank & Thompson Coburn

    Bucking the in-sourcing trend, RAF partnered with Thompson Coburn to handle its large agricultural loans. Together they redesigned the process using an innovative data model to predict how long review and revision of such loans should take. Three of the firm’s commercial finance attorneys were stationed onsite at RAF, and fine-tuning adjustments were made to other staffing and support, with a value scorecard created to evaluate results — all under a monthly fixed-fee arrangement. Turnaround time has dropped 70 percent, from an average of five days to a day and a half.


    Sonae

    Reengineering the proceedings processes for 1,250 stores across Portugal required ingenuity for the five-person Sonae Employment and Labor Law team, which supports 40,000 employees. They partnered with IT to develop a software solution that streamlines communications with 970 interlocutors, registers and tracks all labor and social security proceedings, complies with GDPR, and integrates with enterprise resource planning and a knowledge management platform. Further embracing technology to conduct training, those costs fell 90 percent. With the duration of proceedings cut by a crucial 30%, the legal team now handles more cases, and received favorable decisions in 92 percent of proceedings in 2018.


    Telstra

    In need of greater flexibility and reduced resources, as part of a plan to simplify operations, Telstra’s legal team re-imagined its operating model, moving away from a traditional business-aligned model to organizing lawyers into enterprise wide legal practice areas. To operate more efficiently, they applied Agile practices and also designed an online tool, Engage Legal, to guide users to the practice area team best positioned to handle their requests. Operating costs fell 15 percent and demand management has dramatically improved.


    Toyota Motors, N.A. & The Counsel Management Group

    After converging to a preferred partnering program and harnessing and curating spend data, the TMNA legal team partnered with CMG to come up with a sophisticated, sustainable way to price legal matters. By establishing unit costs for key items of works – from depositions to significant motions – TMNA is now able to adjust matter budgets based on scope changes as matters evolve. Budgets are now more reliable, and savings average 17 percent per year.


     

  • 2018

    7-eleven and Seyfarth Shaw Llp

    With the help of Seyfarth Shaw LLP, 7-Eleven streamlined its law department to better support the company's real estate portfolio of more than 10,000 properties. They applied a value-based sourcing and staffing model, realigning workflow based on type of matter. Through flat fees and lean six sigma process improvement initiatives, 7-Eleven saw outside spend drop, and new store deal fall-through rates plummeted from 25 percent to near one percent.


    Aarp

    Enables compliant self-service through its "Train & Trust: Content QuickPath," a two-hour training and certification program. AARP reduced legal service requests by 36.7 percent, while achieving significant time savings. Clients waited 1,403 fewer business days for content approvals in 2017.


    Andeavor and Counsel Management Group

    Andeavor Legal restructured, creating "centers of excellence" — one of which is legal operations. The legal operations team centralized all matter creation, bill review, and reporting and analytics, resulting in a 28 percent reduction in legal spend. Teaming up with Counsel Management Group, Andeavor also launched an RFP initiative fixated on value-based fees and comparative cost models. The RFP initiative identified more cost-effective firms and increased use of fixed fees by 30 percent in one year.


    Danaher and Seyfarth Shaw Llp

    Built a three-tier service delivery model to optimize efficiency and effectiveness in addressing labor and employment issues. The model includes toolkits on critical areas of the law, best practices, templates and process maps; an internal portal for easy access to the toolkit for Danaher HR clients; and a Global ER4HR Helpline for real-time legal advice on routine labor and employment issues, as well as knowledge management. Through this model, the Danaher labor and employment legal function re-captured over 17 work weeks of attorney time, yielding a cost savings of almost 60 percent.


    Dxc Technology and Unitedlex

    An industry-first partnership dubbed "Legal 2.0," DXC engaged UnitedLex to take over most of the law function — leveraging technology, process innovation, and managed services to reduce operating costs by 30 percent. More than 150 DXC lawyers across the globe became UnitedLex employees, retaining institutional knowledge. By implementing UnitedLex's contract management platform, DXC also experienced faster, more competitive contracting — increasing new business wins from 64 percent to 84 percent.


    Eaton

    Restructured the legal department, adding strategy-focused teams to drive learning, develop best-in-class people, promote efficiency, increase innovation, and enhance client focus. The "Cost-Out" team revamped its outside counsel strategy and built sustainable, value-enhancing processes to manage outside counsel and maximize spend predictability. The company significantly consolidated outside litigation counsel by 80 percent over the past four years and decreased litigation report cycle time by 40 percent. Eaton's legal team also reduced legal costs by 11 percent year-over-year.


    Monsanto and Husch Blackwell

    Designed and launched an innovative national coordinating counsel model for toxic tort litigation. The multifaceted approach includes use of a proprietary algorithm that uses data to accurately assess the risk profile and probable outcomes to channel resources towards more complex cases. As a result, the number of active cases declined by 53 percent and settlement costs were reduced by 30 percent. Husch Blackwell also built a knowledge management platform that shares expertise and work product across the local outside counsel network. With the help of a fixed fee arrangement, Monsanto enjoys predictable spend, down by 10 percent.


    Ocwen Financial, Hunton Andrews, Orrick Herrington & Quislex

    Ocwen collaborated with its partners to re-engineer its due diligence delivery model, coming up with a technology-enabled process that defines roles for each of Ocwen's in-house and external legal teams to fit the unique value they bring to a specific project. Documents were prioritized and fed into a custom platform that utilized artificial intelligence to streamline the review with automated responses and guided help text. Using the re-engineered due diligence delivery model, the team efficiently generated accurate data, delivered significant savings over traditional methods, and provided a database that Ocwen's business and legal teams still reference today for other needs.


    Pure Storage

    Automated contract management and implemented new, integrated intellectual property management tools for a cost savings of over $1 million from increased responsiveness, leaner head count, and an end-to-end order fulfillment process. At the same time, Pure engineers enjoy a highly interpersonal, efficient patenting process. IP productivity increased 160 percent year-over-year with annual savings of $60,000.


    Software Ag

    Saved nearly 3 million Euros after its lawyers developed the "External Legal Manager" application to make sourcing and management of external legal services smarter, faster, and more transparent. Software AG also grew use of alternative fee arrangements nearly 50 percent, dramatically improving budget predictability. The legal team now has built 12 active legal applications, and other Software AG departments, such as human resources, use applications developed by the legal team.


    Tahal Group B.v.

    Through efficiency, advanced technology, team empowerment, standardization, and internal training measures, Tahal Group was able to bring the majority of work in-house while adding only one person to its internal staff—cutting legal spend by 67 percent and achieving total budget predictability, while improving response time and client satisfaction. The company also implemented cloud technology to handle all corporate and managerial issues of its 30 subsidiaries around the world.


    Walmart

    Demonstrating that watched behavior improves, Walmart Legal transformed itself from an in-house law firm to a legal business unit by creating the "General Counsel Insights Platform," an ecosystem of dynamic and connected dashboards on actionable key performance indicators. Through close monitoring, Walmart saw improvements in firm/vendor spend, work allocation, and matter oversight, as well as gender and diversity. By partnering with IT to build the solution, the legal team yielded an estimated $1 million cost-savings, compared to using an outside vendor.


  • 2017

    ARCHER DANIELS MIDLAND AND ONIT

    An agricultural processing company doing business in 160 countries with 35,000 employees, Archer Daniels Midland (ADM) has a far-flung legal department of 80 lawyers in 16 countries. When Cam Findlay (an ACC Value Champion in 2012 when he was GC of Medtronic) joined ADM as General Counsel in 2013, he was frustrated that the company couldn't easily locate basic information about the number and type of legal matters facing ADM, how many law firms it was using, or how much it was spending on particular matters or in aggregate.


    AVIS BUDGET GROUP INC.

    When General Counsel Michael Tucker took the helm of the legal department at Avis Budget Group in 2010, he found "chaos": a company using almost 700 law firms globally, often hired by local managers at the mobility company that includes such brands as Avis, Budget, Payless and ZipCar. "It was almost impossible to get my arms around the legal budget," says Tucker, who heads up a department of about 30 attorneys.


    BANKRATE

    When you start a new in-house legal department, you can construct it the way you want, taking advantage of best practices and current thinking, informed by history and data. That's the approach James Gilmartin took when he became General Counsel and the first member of the in-house legal department at Bankrate in 2012. Founded in 1976, the company had passed through several phases of public and private ownership, but had always relied on external legal resources.


    BASF

    A key way to get greater value for legal spend is harnessing and analyzing data to understand where the dollars have gone in the past, and to make evidence-based decisions on where they should go in the future. BASF Corporation leveraged data analytics as part of a multi-pronged cost containment and efficiency initiative that also included revamped relationships with outside counsel, governed by new engagement guidelines; focused budgeting and decision-making; and increased insourcing.


    CABELA'S AND LITTLER MENDELSON

    Fortunately, Brad Lundeen is a tinkerer. Lundeen, who joined Cabela's Inc. as senior corporate attorney for labor and employment law in 2010, had become very familiar with electronic case management and e-billing at his previous posts. He understood the power of innovation and how it is changing the practice of law. Unfortunately, he found none of that legal technology at Cabela's and an uphill battle to secure it.


    EXPRESS SCRIPTS AND HUSCH BLACKWELL

    In the description of their project named "Rethinking Square Zero," Express Scripts and co-Champ Husch Blackwell suggested that, while most projects begin at "square one," good legal project management begins well before that, before a new lawsuit comes in the door. Keeping that premise in mind, the company and the law firm began working together in 2012 to completely revamp Express Scripts' approach to managing litigation, when the company's litigation portfolio grew after a corporate merger in April 2012.


    NETAPP AND ELEVATE SERVICES

    Data management and storage company NetApp garnered a Value Champion award in 2013 for its data-driven, technology roadmap project. Not satisfied to rest on their laurels, General Counsel Matt Fawcett, Senior Director of Legal Operations Connie Brenton, VP of the Innovation Services Group (IP Group) Beth O'Callahan, recognized that innovation in silos wasn't enough. "We had to find a way to integrate individual innovations into a cohesive program that would create greater spend and value alignment," says Brenton.


    RICOH AMERICAS AND REED SMITH

    As in so many other organizations destined to become ACC Value Champions, a major acquisition and a corporate transformation initiative aligned to drive significant change in the legal department at Ricoh USA. Long known as a copier sales company, Ricoh USA is transforming into a services company, acquiring one of its largest dealers and associated field force to bring momentum to the change.


    ROYAL DUTCH SHELL

    In their quest for value, many in-house legal departments have added new roles to their rosters: legal operations manager, controller/budget specialist, efficiency expert and so forth. Such is the case for Shell, which brought on Vincent Cordo as global sourcing officer for the legal department. An MBA with a background in economics, Cordo deploys niche expertise in pricing, compensation and profitability to provide pricing support for the legal department. His background and skills are very important to the department, says Gordon McCue, Associate General Counsel, Litigation – Strategy & Coordination, because Shell's AFA program was initially a "real challenge. 



    TELSTRA AND HERBERT SMITH FREEHILLS

    Although Mick Sheehy was working on innovation projects within Australian telecom company Telstra as early as 2013, the main result of those efforts had been local business unit and transaction focused improvements. "It was difficult to get outcomes on a whole of Telstra Legal Services scale," says Sheehy, General Counsel, Finance Technology Innovation and Strategy for the company. He wanted to "supercharge" legal project management. Attending a Harvard University design thinking program, Sheehy found a new source of energy.


    VERIZON

    The goal of Verizon Legal's Purposeful Contracting initiative was simple: to take the best of current thinking in technology and process improvement—simplicity, clarity, and efficiency—and apply it to contracting. This is not an easy challenge for a large global multinational company that contracts with large, multinational companies and governments for services that are complex, critical, and specialized. But it was its challenging nature that made this project attractive to Verizon lawyers Woodrow ("Woody") Jones and John Veilleux.


    WOOLWORTHS GROUP

    When Richard Dammery was named Chief Legal Officer and Company Secretary at Woolworths Group in New South Wales, Australia, three years ago, the opportunity to effect positive change in this well-regarded company, one of the top 10 in Australia, was appealing. "I received a strong invitation from the CEO to look at Woolworths' legal services model and move into closer alignment with the business," Dammery says. "It was presented as a great opportunity, but it was also made clear that we needed to fund our own initiatives through cost reductions."


  • 2016

    AEGEAN MOTORWAY S.A.

    Solved a business-wide problem at this highway operating company: government protest-inspired toll violations by up to 40 percent of drivers, causing a €7 million ($8.05 million) annual loss. Lawyers built a nimble team by adding and training non-legal staff to assist with department work and creating templates and a database to track and notify toll violators. Efforts saved more than €2.5 ($2.9) million in outside legal costs, while legal-led publicity and stringent follow-up dropped violation rates to 0.7 percent and recouped funds, as revenue lost due to toll infractions dropped 42 percent.


    AON

    Deployed a Law Department Strategic Improvement Project with four elements. First, the company’s in-house and firm lawyers attended joint LEAN/Six Sigma training to map processes and identify areas of improvement. The team also partnered with the procurement department to standardize the RFP process, transferring 40 percent of all U.S. legal matters to flat fee arrangements. Contracts work remained in-house but moved to India and Poland, reducing costs by 50 percent and turnaround time by 66 percent, and Aon created a global rotation program to boost employee engagement.


    AXALTA COATING SYSTEMS AND HUNTON & WILLIAMS

    Seized an opportunity to start anew after Axalta became independent from DuPont. The law department, with help from Hunton & Williams, built templates and playbooks to overhaul procurement, a crucial part of the business. Lawyers provided training on using the playbooks; as a result, the procurement department now processes 62 percent of contracts without engaging the legal department, approaching an 80 percent goal. Due to these initiatives and AFA-based spending with Hunton & Williams, annual spend for commercial contract review by outside counsel has dropped 80 percent.


    BT GROUP PLC EMPLOYMENT LAW

    Replaced a reactive labor dispute and litigation mindset with a focus on proactive prevention. The team redesigned many legal processes with the help of IT solutions and offered training to HR and business colleagues, who are now frequent users of self-service systems. Thus, the law department freed its time for strategic projects, directly handling 267 transactions in 2014, including an $18 billion acquisition of EE (the largest corporate acquisition in UK history. With more high-value work performed in-house, outside legal spend dropped 73 percent between 2013 and 2015.


    GE DISCOVERY CENTER OF EXCELLENCE

    Built the GE Discovery Center of Excellence (COE), a shared services center to support fast, efficient and effective discovery practices. The COE established a panel of discovery service providers and transferred more than 95,000 hours of document review from law firms to the panel. Average annual savings are 25 percent. The COE constantly adjusts its value levers and has seen 400 percent client growth as additional business units utilize its capabilities – strong adoption of a shared service in a decentralized corporate structure.


    HEWLETT PACKARD ENTERPRISE

    Handled the largest corporate separation in history when Hewlett Packard (HP) split into HP and HPE in 2015 – and came in on time, millions of dollars under budget and without significant interruption to day-to-day business activities. The team utilized a suite of technology already employed in the Office of the General Counsel (OGC), leveraging it for new uses, like “cloning” contracts. Even prior to the separation project, the OGC relied on outside counsel and resources only for exceptions, laying a strong foundation for its ability to lead the separation.


    HHGREGG AND OGLETREE DEAKINS

    Revolutionized the process for labor and employment claims by consolidating outside counsel and selecting Ogletree, Deakins, Nash, Smoak, & Stewart, P.C., as its partner firm. Aligned through a value-based fee arrangement, they crafted a preventative approach by analyzing past litigation and company policies to identify a need for further training or policy changes. New technology platforms allowed employee relations staff to manage many requests without legal assistance. Questions can be directed to Ogletree, Deakins, and response times have dropped from 8-9 days (under old firms) to minutes. Litigation has dropped by 74 percent, claims by 60 percent, and hhgregg saved 44 percent on outside legal spend.


    HUSKY INJECTION MOLDING SYSTEMS

    Concentrated value efforts on controlling intellectual property costs by identifying and quantifying its most important technology and products. By creating a comprehensive set of tools in-house, collectively known as Husky’s Holistic Legal Strategy, including an opinion tool to determine when to seek outside counsel, Husky ensured budget predictability (within 1.5 percent) and cut patent procurement costs by 15 percent annually.


    MICROSOFT PROCUREMENT & CONTRACTING

    Focused on continuous improvement in its Procurement & Contracting legal team allowing in-house attorneys to focus on the most strategic contracts while partnering with two law firms interested in new delivery models for high-volume, high-complexity transactional work. The agreement includes intensive use of client-focused success metrics, and the fixed fee arrangement has improved budget predictability while generating savings of 18 percent. Clear, consistent processes established through new workflows have improved service to internal clients, and the team meets weekly to review data and brainstorm paths to further progress.


    PALACE ENTERTAINMENT

    Brought personal injury and workers' compensation litigation under control with a focus on prevention. The legal department became a ring-leader in driving safety: hiring a corporate safety expert, reviewing all work processes, redesigning warnings and partnering with an insurance company that exclusively covers amusement parks. The robust culture of safety has reduced claims by 80 percent and litigation by 75 percent, while workers' compensation incidents are down 55 percent. Case settlements, previously at 40 percent, are down to 10 percent, and outside legal fees are down more than 85 percent through smart hiring of personal injury defense counsel.


    RED ROBIN AND BRYAN CAVE

    Took a holistic approach to the company’s contracting processes, including building playbooks and a comprehensive contract management system (CMS) with law firm Bryan Cave, now the company’s single provider under a value-based, flat-fee structure. One aspect of the CMS, a “green sheet” offering a contract and approvals summary, has brought needed clarity to the system, making it popular across the business units. The rollout has improved timeliness (90 percent of contracts are completed on time) and lowered risk (100 percent of high-impact contracts are approved via the CMS).


    STAPLES AUSTRALIA AND NEW ZEALAND

    Created Project Reinvention to support business drive to diversify. The legal team led a cultural shift away from risk aversion and towards risk tolerance and risk management and fostered an environment of teamwork and accessibility. By educating the sales team on legal matters and simplifying contracting processes, the legal team cut its workload on low-risk transactional services by 40 percent, yielding more time for high-value projects. With less high-value work being outsourced, Staples cut outside legal spend by over 50 percent. Recognizing that changing consumer behavior and decreased demand for its traditional products meant that Staples had to adapt or die, the company has spent the last several years reinventing itself and its offerings.


  • 2015

    3M

    3M leverages its in-house Litigation Technology Services team to provide such effective technology-driven solutions as e-discovery, internal document review, and predictive coding to lower costs and improve quality.


    AIG

    Creating a new global legal operations center for both enterprise legal needs and those on behalf of its insureds permitted AIG to leverage vast quantities of data and enormous buying power to transform its relationships with law firms, vendors, and internal clients.


    BENDIGO AND ADELAIDE BANK LIMITED

    A leading advocate for value-based pricing in Australia, Bendigo Bank channels demand to the lowest-cost legal solutions and developed the infrastructure for better legal service delivery. Innovative pricing approaches coupled with disaggregation and insourcing have resulted in significant cost savings.


    BMO FINANCIAL GROUP

    An internal innovation challenge engages employees in BMO's Legal, Corporate, and Compliance Group in a spirited but serious competition to develop and implement process improvement projects. Gains in momentum in BMO's adoption of value-based fees are an additional benefit.


    FEDEX GROUND PACKAGE SYSTEM, INC.

    By applying exemplary change management tactics and quality driven management principles, FedEx Ground analyzed and improved existing litigation processes to increase efficiency and reduce costs.


    FIREMAN'S FUND INSURANCE & NOVUS LAW

    Through internal improvements such as reorganizing and adopting new technology, smart fee structures, and a robust partnership with Novus Law, Fireman's Fund Insurance Company dramatically reduced total legal spend, achieving a three-year cost savings goal.


    JUNIPER NETWORKS

    In this patent budget transformation project, the legal team at Juniper Networks worked to protect the company's innovations while optimizing and proactively administering patent spend to achieve target budgets and maximize value.


    SSM HEALTH

    SSM Health established its first in-house legal department emphasizing value from the start. A centralized team of in-house attorneys leverages standard operating procedures and robust metrics to achieve a 90 percent customer satisfaction rate.


    THE HEICO COMPANIES AND SHOOK, HARDY & BACON

    Heico applied a Lean Six Sigma formula to evaluate outside counsel spending, efficiency, and value-added legal services. After initial evaluations, Heico identified Shook, Hardy Bacon as its Most Valuable Partner and now works with the firm to achieve even better results.


    VMWARE

    Undertaking a three-year transformational strategy to meet the challenges of dramatic business growth without increasing headcount or expense, VMware enhanced legal operations to improve operational efficiency across all geographies while also elevating internal and external client satisfaction.


    XCEL ENERGY

    By creating empowered working committees that effectively represented the legal department, Xcel Energy identified and implemented recommendations in areas from budgeting to fee arrangements, reducing outside counsel costs while improving client satisfaction.


    YAZAKI NORTH AMERICA, INC.

    In its quest to become best-in-class, the Yazaki North America legal department demonstrated its value, doubled its size, expanded to Mexico, established bilingual capabilities, and transformed its relationships with internal customers and external providers.


  • 2014

    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.


    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.


    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.


    EBAY, INC.

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


    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.


    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.


    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.


    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.


    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.


    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.


    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.


  • 2013

    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.


    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.


    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.


    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.


    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.


    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.


    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.


    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.


    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.


    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.


    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.


    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.


  • 2012

    GLAXOSMITHKLINE

    The clear objective to move all of GSK's legal work to value-based fee arrangements and the use of technology and a scorecard to select outside counsel are novel and have led to substantial cost savings.


    THE HOME DEPOT

    An example of focusing on one specific area of practice at a time and delivering truly significant results: 45 to 55 percent reduction in some areas, and with near certainty in many. And this isn't short-term: the company has been doing this for years and no doubt is getting better and better at it, along with outside counsel.


    LUCCHINI S.P.A.

    This Italian company took a first step of establishing terms and conditions for its legal services providers and ensured that they were followed, resulting in substantial cost savings. Then they added the rigor of evaluating the type of work and the steps/procedures to help them better price the legal services they consume.


    MEDTRONIC

    An important focus on no longer being reactive; thinking through the legal issues, how they are managed and how the processes can be improved. Through its multifaceted approach, Medtronic achieved significant savings even as outcomes improved.


    PFIZER INC.

    Pfizer's Legal Alliance is well known. This is an example of devotion to continuous improvement. Innovations since the launch of the Pfizer Legal Alliance include appointment of relationship managers on both sides, a virtual communications hub and the Associate Roundtable to improve collaboration, and a joint training program for new law school grads.


    RBC CAPITAL MARKETS & MORGAN LEWIS

    An interesting mix of approaches for employment litigation, no doubt with the understanding that one size doesn't fit all, but with consistency on how to approach each matter. Also, an emphasis on managing and monitoring.


    ROCKWELL COLLINS & SEYFARTH SHAW LLP

    Applying "lean" practices, Rockwell Collins teamed up with Seyfarth Shaw and deployed sub-teams to reengineer how it selects, engages, manages and evaluates outside counsel. Tools include template engagement letters for value-based fees, a short-form RFP, checklists and a decision tree. 


    SHERWIN-WILLIAMS & GALLAGHER SHARP

    An excellent example of how the use of a single firm to coordinate designated types of matters nationwide can result in significant savings, improved predictability and improved outcomes. Deep collaboration included outside counsel participation in technical training to better understand the product, a boon to defense effectiveness.


    TARGET & NILAN JOHNSON LEWIS P.A.

    Target's Employee and Labor Relations Department and Nilan Johnson applied different value fee approaches to each of four types of work. Performance scorecards emphasize not just cost savings, although they logged truly significant savings without degrading the quality of the legal work.


    TYCO INTERNATIONAL & SHOOK HARDY & BACON

    Tyco's partnership with Shook Hardy shows that value-based arrangements aren't a short-term fad. They have been on a flat fee arrangement since 2004, demonstrating that a firm that puts its mind to it, and a focused in-house department, can make major improvements in how legal work is handled. Note that the annual cost is routinely coming down while outcomes are continuing to improve.


    UNITED RETIREMENT & PORTER WRIGHT

    This partnership enabled United Retirement to establish a predictable legal budget for securities and leasing matters, while preparing for the unpredictable nature of legal work through risk probability and risk sharing strategies.


    WHIRLPOOL & WHEELER TRIGG

    Whirlpool shows that value-based fees are uniquely suited to target specific results, in this case earlier resolution of product liability cases. And the seven member firms of Whirlpool's National Product Council now constitute a brain trust for Whirlpool's in-house lawyers - a "virtual law firm" producing significant savings.


ACC

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