It's up to us.
Apr/May/Jun 2016
Appear
Implement
Advice from a restructured company
Behind one of the decade’s biggest product liability cases
Flagstar Bank’s lawyers emphasize process and improve their practice
GC who led negotiations outlines Verizon’s acquisition of AOL
How fighting for your clients can differentiate your company
How to make an isolated legal department a core business function
How to successfully integrate after an acquisition
How to survive multiple mergers and transitions
How to work closely with operations and finance
Microsoft’s growth through transparency and humility
Nestlé prioritizes transparency in advertising
Texas Roadhouse handles major litigation with a small legal team
Two companies merge to make Upwork, the leader in online freelancing
Evaluate
After major Firestone recall, Michelin’s legal function handles intense scrutiny
Applying principles-based regulation to a numbers-based industry
As telecom changes, so must regulation
Behind Molina’s mission to serve Medicaid patients
How a data-first approach improves medical—and legal—functions
Managing security in hackers’ most targeted industry
Revitalizing Michigan after years of recession
SIPC’s GC outlines its role in securities assurance
Lead
Behind the launch of Ovation Digital Arts, a community of creators
During transition, Papa John’s GC handles human resources
How legal can be part of innovation
How legal learned to go lean after a spin-off
How Six Sigma has reshaped legal at Oracle
How to differentiate yourself as a GC
How to grow strategically, not just for revenue
How to restructure a legal function in 100 days
How to survive a leadership transition
Managing a multitude of legal requests with limited resources
On making your department work proactively with colleagues
“Our goal is to be health-care executives with legal expertise.”
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