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IN-HOUSE DISCONNECT Cont'd.
Recent surveys telescope shifting client priorities. For example, INSIDE COUNSEL'S “18th Annual Survey of General Counsel,” published in July, 2007, shows a multi-level disconnect. On the one hand, there is the predicatble synapse between in-house and outside perceptions of 68% of outside counsel believe the level of service they provide has improved over the past five years, while only 29% of in-house counsel agree. Law firms are self-delusional, according to these data, as 62% gave themselves an “A” for overall performance over the past three years. Only 19% of in-house counsel scored them that high. Gulp!Yet consider the disconnect within in-house ranks that is also glaringly apparent from survey to survey. The INSIDE cOUNSEL survey reports that law firms focus on understanding client businesses and client exigencies as the surefire way to improve service. Indeed BTI's 2006 “Key Trends in Client Relationships and Satisfaction with Law Firms” taps enough in-house opinion to confirm the perception that such “client knowledge” is the direct route to superior and lasting client relationships.But then switch back to the INSIDE COUNSEL survey. There, in-house respondents emphatically said that reducing costs and improving efficiency are the overriding tasks for law firms seeking to solidify client relationships. Nowhere does this extremely specific priority appear on the BTI scale. We'll cover the possible explanations next time.
Recent surveys telescope shifting client priorities. For example, INSIDE COUNSEL'S “18th Annual Survey of General Counsel,” published in July, 2007, shows a multi-level disconnect. On the one hand, there is the predicatble synapse between in-house and outside perceptions of 68% of outside counsel believe the level of service they provide has improved over the past five years, while only 29% of in-house counsel agree. Law firms are self-delusional, according to these data, as 62% gave themselves an “A” for overall performance over the past three years. Only 19% of in-house counsel scored them that high. Gulp!Yet consider the disconnect within in-house ranks that is also glaringly apparent from survey to survey. The INSIDE cOUNSEL survey reports that law firms focus on understanding client businesses and client exigencies as the surefire way to improve service. Indeed BTI's 2006 “Key Trends in Client Relationships and Satisfaction with Law Firms” taps enough in-house opinion to confirm the perception that such “client knowledge” is the direct route to superior and lasting client relationships.But then switch back to the INSIDE COUNSEL survey. There, in-house respondents emphatically said that reducing costs and improving efficiency are the overriding tasks for law firms seeking to solidify client relationships. Nowhere does this extremely specific priority appear on the BTI scale. We'll cover the possible explanations next time.
The DOJ's Corporate Enforcement Policy: One Year Later
The DOJ's Criminal Division issued three declinations since the issuance of the revised CEP a year ago. Review of these cases gives insight into DOJ's implementation of the new policy in practice.
The DOJ's New Parameters for Evaluating Corporate Compliance Programs
The parameters set forth in the DOJ's memorandum have implications not only for the government's evaluation of compliance programs in the context of criminal charging decisions, but also for how defense counsel structure their conference-room advocacy seeking declinations or lesser sanctions in both criminal and civil investigations.
Use of Deferred Prosecution Agreements In White Collar Investigations
This article discusses the practical and policy reasons for the use of DPAs and NPAs in white-collar criminal investigations, and considers the NDAA's new reporting provision and its relationship with other efforts to enhance transparency in DOJ decision-making.
A Lawyer's System for Active Reading
Active reading comprises many daily tasks lawyers engage in, including highlighting, annotating, note taking, comparing and searching texts. It demands more than flipping or turning pages.
Bankruptcy Sales: Finding a Diamond In the Rough
There is no efficient market for the sale of bankruptcy assets. Inefficient markets yield a transactional drag, potentially dampening the ability of debtors and trustees to maximize value for creditors. This article identifies ways in which investors may more easily discover bankruptcy asset sales.