Canadian Lawyer InHouse

Dec/Jan 2013

Legal news and trends for Canadian in-house counsel and c-suite executives

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focused on their day-to-day technical work. ���Analyzing the issue and implementing action can be paralyzing because it is a lot of work,��� he says, noting departments need buy-in and funds when too often legal departments are seen as an expense function. Lau says this last issue is like getting a checkup with the doctor to assess your health status. ���No one wants to know how bad it might be. Moreover, most patients only take action when something tragic happens. But once they regain their health, they revert to old bad habits. Legal departments can be the same ��� we know things are inefficient, but we still keep on with it.��� VIEW 2013 Brought to you by Canada���s leading CLOs explore their challenges for the year ahead Read it in print or online at www.canadianlawyermag.com/inhouse Live on January 28th INHOUSE E vol.7 ��� issue 5 ��� 10.12 INHOUS ing Bring e-discovery vol.7 ��� issue 4 ��� 08.12 AT THE INTERSECTION OF LAW & BUSINESS TION OF LAW AT THE INTERSEC & BUSINESS From left: Brian Hilbers, Av Maharaj, Nathalie Clark, Mark Adams, n, Veta T. Richardso Megan Evans inside: 12tips >> >> THE EVOLU RELATIONSHIP EXTERNAL C L INHOUSE/AC SEVENTH ANNUAEL ROUNDTABLE GENERAL COUNS P.18 >> MANAGING SE >> SK IN-HOU RI CASHIN CASHING IN ING NG ON REIT FEVER R IT LAW DEPARTMENT PARTMENT How large corporate depa depar legal departments are co taking control of the litigation discovery liti process. ca na dia nl awy er m a g . c o m / i n h o u s E IHouse_View.indd 1 CANADIAN LAWYER INHOUSE AT THE INTERSECTION OF LAW & BUSINESS EEMENT # 40766500 00 for in-house counsel MIND THE RE GAP DISCLOSU RTMENT LAW DEPA NT: MANAGEME OF THE TION ENT # 40766500 ENT # 40766500 fewer than a quarter of law departments surveyed are applying automated solutions against several critical tasks clearly indicates the need for greater use of technology. At the same time, simply applying point solutions against these needs is not the complete answer either.��� The tools need to be integrated to provide a comprehensive view of the department���s activities. While deploying point solutions can help address individual needs, survey respondents expressed a strong need for an integrated approach that could eliminate problems such as duplicate data entry, multiple storage locations, missed collaboration opportunities, and lack of leadership visibility into their entire legal landscape. In Canada the numbers might be slightly different according to Dominic Jaar, partner and national practice leader of information management and e-discovery with KPMG in Montreal. ���Here in Canada, Canadian companies are between three and 10 years behind the U.S.,��� says Jaar, who adds this can mainly be explained, although not justified, by less pressure from regulatory agencies. Accordingly, if he had to identify the main technology gaps in Canada based on what KPMG sees in legal departments, he would rate them as follows: ��� matter management (40 per cent) ��� contract management (40 per cent) ��� compliance (45 per cent) ��� document management (60 per cent) ��� legal holds (60 per cent) The importance of having integrated systems remains important though, says Jonathan Lau, legal counsel with TV Ontario where the in-house department is currently revamping its contract/rights management system internally. ���For TVO, it���s vital that we have the rights management system speak to our accounting system,��� says Lau, since payments are triggered by deliverables of tapes and scripts to the other system that releases the content to servers so it can be shown on TV and on the web (depending on the rights). Lau says the survey results don���t surprise him because legal counsel are largely December 2012/January 2013 ��� 9 AM 12-11-30 9:38

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