MARCH 2017
34
INHOUSE
L a w D e p a r t m e n t M a n a g e m e n t
MANAGERS OF IN-HOUSE LEGAL TEAMS often have a tough
time making changes — introducing new processes, new technologies,
encouraging employees to think differently. It's even harder for managers
of large departments. Updating attitudes and ways of working can seem
impossible. That's why William Pentney may have one of the most diffi cult
jobs in the sector. He's the federal government's deputy minister of Justice
and the deputy attorney general of Canada. His mission: Change how
employees work throughout the Justice Department, a federal agency
employing some 5,000 people, including about 2,500 lawyers.
This transformation is no easy job, yet Pentney sees some of the ideas
he and his team have implemented making a difference across what's
sometimes called the country's largest law fi rm. Productivity is improving.
Costs are down. "The fact is we know our business better now than we ever
have before," he says, touting analytics and a renewed approach throughout
the department: examine everything; fear no unknown.
Transforming Canada's largest
in-house team
The Department of Justice
Canada has 5,000 employees.
It isn't just big, it's undergoing a
big shift. The Deputy Minister
in charge provides an update
on the innovation agenda.
BY STEFAN DUBOWSKI
