Today`s businesses face the twin challenges of rising costs and regulation. With the pressure to do more with less, legal departments are looking for new ways to modernize the legal function to deliver significant value to the business. Legal functions are increasingly telling us that they want to work more efficiently and transparently and gain insight into data, analysis and information related to legal issues. This allows them to become a more integrated and business-focused strategic partner. It can be difficult for legal departments to determine how to begin this process, what to focus on, what resources to use, and what success looks like. This is where EY can help. Michael oversees and supports the next generation of lawyers in their work as educators. In addition to his teaching duties at Yale, Columbia and Harvard Law Schools, he has served on various legal and judicial committees, boards and advisory boards, and has received awards for his work in the areas of justice and community service. Robust management of legal entities plays a key role in reducing risk and executing business strategy, but many businesses fail. Cornelius is our global legal leader with approximately 2,000 lawyers in more than 80 jurisdictions. His experience includes major national and international reorganization projects, post-merger integration as well as financial and operational management.
With over 20 years of experience providing corporate legal advice, Cornelius has served as lead counsel in numerous international and domestic restructurings. AS: The road has not been easy, as the legal department was initially seen as a cost center. Building the confidence of all staff, including the senior management team, in our ability to deliver and prevent litigation (and therefore costs) has indeed been a great journey. Today, the team is competent to solve any problem and has been well prepared to represent the Office of Legal Counsel. We work like a law firm, and any new legislation or judgment that impacts the current business or is otherwise revolutionary is discussed in the team. Knowledge is shared and each team member contributes. Legal services are under considerable pressure to be more efficient and valuable. New regulations, technologies and events are driving legal departments to find new ways to optimize their functions, reduce costs and add value to the entire organization. Legal operations is one of the fastest growing segments of the legal services market. Investing in the legal business is at the heart of EY Law`s growth strategy. As a director, you are at the heart of this goal.
It`s a role that has a huge impact, so you`ll be working with stakeholders from all sectors with some of the most innovative tools available. AS: Leading the legal and compliance function of a large company like EY with more than 17,000 employees, including more than 450 partners in various service areas, is a challenge in itself. The ability to articulate the solution, address concerns and problems, and then find a common solution in business law that is acceptable to multiple stakeholders is a challenge I face almost daily. Instilling a culture of ethics, integrity and compliance by addressing the workforce in town halls in ten cities has been an interesting journey. Get legal advice and advice to better manage the risks associated with sustainability regulations. In-house legal functions are integrated with other functions to support analysis, predictability and risk management, as well as cost reduction and scalability. EY`s Managed Legal Services team drives process innovation and frees up internal resources to refocus on strategic priorities. Companies urge all service departments to increase efficiency and performance. EY Law provides support in legal operations.
As Shara Roy prepares to officially take on EY Canada`s most senior legal position, she says she will expand her team with more junior lawyers and leverage technology and processes to provide more and broader in-house legal services to the firm. With 25 years of experience in the legal department, Ravi Singhania, Managing Partner at Singhania & Partners, sits down with his former colleague Nandita Khurana, now Head of Africa, India and Middle East at Michelin, to discuss the love-hate relationship between in-house counsel and their law firms. GC: What has been your strategy to establish a relationship of proximity and trust between the legal team and the entire company? Mainak chose to specialize early in his career and talks about the qualities required to succeed in a startup environment and the importance of legal support for start-ups in India. “We are able to bring the resources, the innovation, the thinking of the company and use them to provide them with better legal services,” she told Law.com International. EY can provide your legal department with an operating model and platform for legal operations. GC: Can you tell us about the legal team`s growth journey and the key lessons you`ve learned? GC: Would the legal team be involved if there was bad press due to a breach? Legal departments, under increasing pressure, are rethinking how and by whom they work. EY`s managed legal services team adapts and supports data-driven technology and processes to control costs, better mitigate risk and deliver business value. “In my work at EY, I focus on providing high-quality legal services to a global multidisciplinary practice. One of my goals is to innovate to address our clients` increasingly complex legal and business challenges and to recognize that technology and digitization play an increasingly important role in delivering exceptional customer service.