This article identifies the complexities and potential pitfalls of the relationship between in-house and outside counsel in litigation and suggests strategies that in-house counsel can use to manage the in-house/outside counsel relationship effectively and accomplish the corporation's goal of successful dispute resolution. This article also includes a handy checklist.
How do online procurement services rank in making your practice more effective? Many of these services are largely misunderstood. Rather than being radical vehicles of change, they are natural and evolutionary tools from a trend started years ago.
This article discusses how DuPont's law department is using technology to create a virtual law firm, by fostering collaboration among its in-house staff, its outside law firms, and its serious providers.
The tables are turned in the continuing dialogue between N. Side, general counsel for Federated Overseas Operations Logistics, Inc. (FOOLS, Inc.) and the firm of Oliver, Wendell & Holmes.
Follow this practical and systematic step-by-step advice for building longstanding, trusting, and rewarding relationships with overseas counsel.
Alternative fees is a topic on which much has been written and discussed, but the activity backing the hype has been sparse. If you haven’t been able to get past the roadblocks-either self-imposed or constructed by your outside counsel - read on for tried-and-true strategies for conquering the doubts, the fears, and the discomfort.
The conversation begun last year (ACCA Docket, March/April 1997, page 49) between Nathan S. Ide, general counsel for Federated Overseas Operations Logistics, Inc. (FOOLS, Inc.) and Oliver, Wendell & Holmes, outside counsel for FOOLS, Inc., continues as FOOLS seeks to expand business to the Pacific Rim.
The task based billing buzz has substantially quieted during the several years since introduction of the standard codes based on that concept. For some, it has gone the way of Total Quality Management and other sweeping reforms. A fresh look may be warranted, however, at the use of task based billing as a powerful cost management tool.
Five years ago, the DuPont Legal Model was a concept. Today it is a reality that has changed the company’s practice of law in a global, market-driven economy. Like the rest of the corporation, DuPont’s legal practice is managed to make money, not prove principles. Thomas Sager, of DuPont, explains how the model has brought DuPont’s legal department prominence as a leader of the survivors of the tumultuous nineties.
A fictitious dialogue between inside and outside counsel in today’s world of alternative billing techniques, first-class airfares, unnecessary research and overstaffing.