PART II:VALUE LEVERS IN EUROPE
Chapter 8. Advancing in Your Journey to Higher Value
According to the WLG Global Agenda study referenced in Chapters 1 and 2, more than half
of the 123 Europe-based senior counsel responding said that they have used the following strategies to
deliver greater value to their organizations:
a) more commercial/business skills training for the in-house team ( 56 percent);
b) expanded training of business people in the application of the law ( 55 percent);
c) taken a commercial lead on strategic projects ( 50 percent).
Additionally, the study found that “improving or reengineering legal function processes
and/or workflows” has been the most helpful initiative for European corporate counsel to increase
efficiency and respond to growing demands with limited resources.
It is clear that in-house counsel are trying to change the value game, and that they are making
progress. The tools of reengineering legal function processes and workflows can be sophisticated. This
is where those who have implemented many of the approaches discussed in previous chapters want to
now focus. Along the journey to get higher value externally and internally, knowledge management,
process management and project management play an important part.
All of these disciplines connect to the overall goal of better integration with the business,
and that involves understanding how your various stakeholders recognize and appreciate the legal
This is the topic of a late-2011 survey and discussion paper by law firm Nabarro Nathanson.
The firm interviewed more than 100 general counsel and other senior lawyers to understand the
factors that contribute most to how the business perceives the value of the legal function. The report,
called General Counsel: Vague about Value (available to read or download, see link below ) uses the
diagram below to introduce the concept of a “value pyramid” for the in-house legal function. It
divides tasks into four levels, according to the value they provide for the business.