IN-HOUSE LAWYERS IN EUROPE HAVE A LOT TO SAY.
Find out more with the 2015 ACC Chief Legal Officers Europe Report. This report spotlights top legal and business concerns weighing on CLOs in European corporate legal departments. CLOs from the region identified emerging trends, business priorities, budget, staffing changes, and more as their top concerns.
Find out why work-life balance is important in the Canadian Work-life Balance Report. Key findings include the most important benefits to in-house counsel in Canada, the impact of caregiving on recruitment and retention and ways companies can maintain productivity and promote balance.
A paper by ACC commenting on the trends and differences, if any of a CLO and GC title / role.
To better understand the chief legal officer’s perspective, the Association of Corporate Counsel (ACC) contacted 9,489 individuals holding the title of chief legal officer or general counsel, gathering responses from 1,289 CLOs in 46 countries. The ACC Chief Legal Officers Survey examines the practices, trends and changes in the role of the CLO by key segments such as industry, compensation, gender and region.
To better understand the state of work-life balance among in-house lawyers, the Association of Corporate Counsel (ACC), the world’s largest organization dedicated to corporate counsel, reached out to more than 30,000 lawyers. This study explored the perceptions, experiences and intentions of in-house counsel by tenure, department size, industry, region, gender, caregiving status and other key metrics. Findings from this study provide insight into how organizations and leaders can benefit from the positive business outcomes of encouraging and fostering a climate of work-life balance for corporate lawyers.
This report presents results on a subset of respondents from the Association of Corporate Counsel Chief Legal Officer (CLO) 2014 Survey, published in January 2014. More than 1,200 individuals in 41 countries who serve as the organization's chief legal officer or general counsel (referred to as CLO in this report) participated in this survey to provide a global outlook of CLOs worldwide. This report provides results and analysis of respondents from Canada, as well as demographic information, such as staffing, budget changes and revenue, while also exploring intangibles, such as CLOs' top legal and business concerns for the past 12 months and their anticipations for the future.
Law departments across the globe will need to manage a number of issues in order to successfully navigate the challenges they face today and in the future.
To understand the driving forces behind the evolving role of the CLO and of corporate legal departments, the Association of Corporate Counsel (ACC) reached out to 9,600 indi- viduals. Survey results reflect data* from more than 1,200 individuals in 41 countries who serve as the organization’s chief legal officer or general counsel (referred to as the CLO in this report). From roles and responsibilities to salaries, skills and work environments, the study explored a broad range of topics.
New this year is a comparative analysis of the data from the 2013 and 2014 survey results, thereby addressing current trends facing law departments.
Tasked with managing the legal and ethical complexities related to growing their businesses, the role of the chief legal officer (CLO) continues to evolve. Today, CLOs frequently serve as key members of senior management teams, sharing responsibility for the development of business strategies that support overall growth. It is not uncommon to find the CLO directly involved in decision-making regarding evaluating new business opportunities, budgeting, hiring practices, technology, process management and change management.
This study explores the changing role of the general counsel by documenting its evolution and predicting the skill sets that will be required for future general counsel to be successful. Central themes to this skill set include the ability to place legal issues in a larger business context, embrace risk and make decisions, communicate with business partners in language they can relate to, and work seamlessly with the executive team and the board of directors to make productive decisions about operations and strategy, which has become increasingly global in scope. The report includes an executive summary, key findings, interview excerpts and the methodology.