Canadian Lawyer - sample

w w w . C A N A D I A N L a w y e r m a g . c o m N O V E M B E R / D E C E M B E R 2 0 1 7 37 ticals, Cullen appreciates a heads up to regulatory changes or new legislation that might impact his business. "Bad is receiving nothing, good is get- ting periodic updates that are relevant to my industry and company, but all the way at the other end of the spectrum at great is customization for my organization," Cullen says. Decisions at Pfizer are complicated, and they're rarely based on dollars alone — it's about people's lives. Cullen says he likes outside counsel to see what they struggle with. Slonosky identifies diversity as another way firms could improve, saying he'd like to see the results of question 23 — do you ask firms you do business with to provide a diverse roster of lawyers to work with? — reversed. Less than 20 per cent — 17.8 — ask, and the vast majority — 70 per cent — don't. Another 12.2 per cent of respondents indicated they were think- ing about it. But in the followup question, 71.4 per cent said firms are happy to provide a diverse roster if asked. "We're not asking the right questions sometimes, that's what that tells me," Slo- nosky says. "Pfizer as a whole is alive to the issue," Cullen says, adding that companies have leverage with their firms and that's how things change — when customers, cli- ents and users of services demand it. "If I were to categorize, we're further along on the spectrum than most I think. Are we at the point where it's where I'd like it to be? No, but it's definitely a discussion item. I'm a firm believer that in-house legal counsel and GCs in particular need to be at the forefront of this issue — it's a professional obligation." More than 80 per cent — 84.4, com- pared to 87.8 per cent last year — of respondents reported firms don't request feedback. Cullen says that's a missed opportunity, and in-house counsel could say proactively, I'm willing to invest my time. Last year, Cullen offered to meet with a firm and they flew out from Cal- gary. "That spoke volumes," he says, adding he'll also go to their primary firm and educate young associates about the busi- ness and its challenges "so five years from now they can serve us better." "That's a competitive advantage that is difficult to replicate. We're creating a sys- tem that will better serve us. If competi- tors aren't doing that, then I win." Denis says his company also has very "deep-dive reviews" twice a year with the firms that get most of its volume. "It's extremely helpful," Denis says. "There's a lot they can bring us as well — the dialogue goes both ways." Rank the most important things that your law firms can do to improve working relationships with your company. Be more concerned with costs Be more creative/innovative overall Be more practical Understand our business better Be more proactive Provide more strategic advice Be more concerned with results Act on our feedback 3 % 4.3 % 3.2 % 3.6 % 4.4 % 3.7 % 4.5 % 4.8 % Do you use: Boutique firms (IP, employment law, tax) Regional firms National firms International firms Alternative firms LPOs 65.4 % 54.8 % 75.9 % 36.3 % 2.8 % 1.1 % Does the general counsel have the autonomy to select firms? What is the average (actual) work week for members of your department? How many firms received the top 80 per cent of your Canadian legal department's legal spend? Yes, the general counsel/legal department makes the selection No It is a shared decision with executive management/board Handled by procurement department/process 67.6 % 21.2 % 6.2 % 5 % 51.9 % 1 or 2 41.3 % 3 to 5 3.4 % 1.7 % 2.3 % 1.7 % 1.7 % 6 to 10 11 to 15 56+ hours Don't know 15+ 47.7 % 31 % 46–50 hours 17 % 51–55 hours 35-45 hours

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