Without a doubt, implementing a successful legal project management (LPM) program is no easy feat. LPM can include various responsibilities, such as coordination, planning, monitoring and issue escalation on matters. But as with every emerging practice, LPM brings myths: “LPM is too complex and interferes with the legal aspects of the matter;” “Finding the right fit for this role is impossible;” and “In-house lawyers will never adapt to LPM.” These myths and other challenges cause some law departments and law firms to quit LPM before they even get started. Hear firsthand how some pioneers—in-house counsel at varying levels—debunked the myths around LPM and developed practical strategies for making it work within their environments.
Every year brings new privacy and security responsibilities for healthcare organizations. Is your organization vulnerable to the top threats to data privacy and security? How do you protect yourself against them? For those risks that cannot be prevented, what steps can you take to minimize your company's exposure? Get updated on these and other developments from the last year. Join us for a fun, interactive program. We asked a hundred attorneys three questions....can you guess the answers?
Companies must compete globally today, and international joint ventures (IJV) or consortium agreements (project joint ventures, PJVs) are a complex and necessary part of this business. They aid companies in forming strategic alliances that allow them to gain access to a partner’ s essential local markets, resources, expertise and technology. They also bring substantial risk, including significant economic and compliance risk. This session will prepare in-house counsel to advise on the pros and cons of JVs and PJVs, including geographic, cultural, economic and compliance considerations, and review the basic elements of JV and consortium agreements with an eye to maximizing the value and mitigating the risks. Panelists will cite real-life examples to illustrate how to structure, negotiate and manage these types of agreements for international projects.
This program will build on Part I, Risk Assessment, and offer guidelines and tips for creating a compliance program, best practices for maintenance and updating the program once it is in place.
In the current political and regulatory environment, government oversight and enforcement activities are increasing rapidly; internal and external scrutiny over corporate and accounting practices is at an all-time high. Prompt and thorough internal investigations of allegations of mismanagement and potential misconduct are critical to respond to a governmental investigation or threatened litigation. Panelists will discuss assessing the risks of fraud and the consequences of doing nothing, benefits of comprehensive investigations, effective investigative techniques and how to undertake necessary and appropriate remedial efforts to manage results of investigations at organizations of varying size.
As business technology advances and blurs with personal technology, the information used in discovery expands and its nature changes. Whether databases, software source code, complex email threads, social media, or even Bitcoins, it's all fair game for discovery. Attend this session to learn how to handle the data your company is generating. Discover how to prepare your legal team for risk assessment, collection, review and production.
General counsel and their teams work on improving corporate governance to reduce risk and costs, improving practices for communication with directors and management to facilitate parent and subsidiary board meetings and making securities compliance easier and more reliable. There are lots of new—and changing—tools and techniques, such as vetting vendors for board voting tools, securities compliance, cloud-based hosted systems, improving staffing and technology for minute-taking, and updating policies for insider trading, data protection, Foreign Corrupt Practices Act (FCPA) and fiduciary duties. Keeping abreast of best practices, vendor-provided trainings, peer group policies and hosted solutions allows a legal department to lower costs, mitigate risks and drive value for the business. This session will address topics of interest to private and public companies, with a focus on issues common to both.
Like it or not, numbers matter. This is particularly true in workforce affairs. What numbers? Pay, demographics and performance ratings, to name just a few. Knowing your organization’s numbers—and when to look at them, how to interpret them and what to do with them—can help you guide your organization proactively through events ranging from the routine administration of compensation and benefits to the most extraordinary corporate transaction. This session will cover best practices, including proactive pay equity studies, adverse impact analyses related to reorganizations and reductions in force, hiring and other employment actions. It also will highlight the latest statistical issues in litigation.
US-centric techniques are not always effective in achieving the desired results of cross-border negotiations. Americans can underestimate the impact of personal relationships upon the outcome of a proposed deal, for example, or can inadvertently generate negativity by insisting upon the inclusion of complex contracting and dispute resolution provisions. But how do you persuade your partner that a handshake just isn’t enough? This panel will discuss effective techniques for bridging cultural gaps in international negotiations.
You have made it to the top. Whether you are a new chief legal officer or one who has years of experience, managing the department effectively is your goal. With budget cuts, being directed to do more with less and the goal to retain good talent, managing a law department has never been more challenging. Panelists will provide you with tips to successfully manage your legal department. Whether you are managing a department of one or one hundred, these tips will make you a better manager.