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Creating a Value-Based Relationship with Your Outside Counsel
Michael Roster has been a vocal advocate for re-thinking the management and philosophy of running a legal department for many years. He began developing his innovative strategies while serving as a partner at Morrison & Foerster, managing the firm's Los Angeles office and serving on its policy committee.
He was able to put these ideas into practice in 1993 upon being named General Counsel of Stanford University, Stanford Medical Center and Stanford Management Company. Well before the idea was even close to fashionable, Roster moved nearly all of Stanford's outside legal work to a handful of law firms working on fixed price retainers for both counseling and litigation. But more than just an initiating an economic strategy, Roster integrated these attorneys into the fabric of the legal department to create a value-based relationship that incorporated his vision of how to maximize efficiency and function. He supplied Stanford's outside firms with on-site offices so the attorneys could attend the weekly staff meetings. In addition, these attorneys were listed in the telephone directories as though they were formal members of the law department staff. In short, outside counsel were embraced as part of the team instead of keeping them at arm's length.
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