
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.”