There’s a time-honored saying in legal departments: corporate clients don’t have legal problems, they have business problems. Far too many lawyers are trained by education and in workplaces that value only long hours, legal skills and high intelligence, and thus, have not established a disciplined focus on measurable performance to goals or delivering the result desired by the client. Once an in-house team recognizes that legal skills and hard work are table stakes, first efforts to improve lawyer performance often focus on establishing quantitative metrics that “just count stuff” in a manner that creates a favorable comparative between inside workers and outside counsel and their higher cost. But a successful law department is not one that operates as better version of a law firm; it’s defined by offering demonstrable value through results that cannot be purchased or replicated by others outside the company.

In this program, leading CLOs will discuss how they prioritize, drive, measure, and report the higher value of their law department to their company, as well as how they are setting strategies that will drive legal’s alignment with the business’ strategy, culture and goals.