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What is the right strategic approach for a legal department to optimize its return on investment for the resources it deploys to render legal services? Of course, there are many ways to get good results, but after helping many corporations navigate their way to a more effective model, here are some lessons learned along the way.
Start by analyzing the work currently performed by the legal department. This assessment would include volumes, strategic importance and complexity level of the work, while also looking at the level of skill and effort required to complete it. Track the level of effort spent by different resources (in-house lawyers, contract specialists, legal service providers, external counsel) and the cost of providing support. Though in-house counsel shudder at the prospect of tracking time, even a few weeks of time tracking can provide meaningful data. Outside counsel and legal service providers should already be tracking and categorizing time by task or project.
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Why is it that those who are best skilled at advocating for others are ill-equipped at advocating for their own skills and what to do about it?
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.
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.
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With trillions of dollars to keep watch over, the last thing we need is the distraction of costly litigation brought on by patent assertion entities (PAEs or "patent trolls"), companies that don't make any products but instead seek royalties by asserting their patents against those who do make products.