2. JOHN KEITH Employment Law Chief Counsel
“The team is enjoying the rich variety of the work. It’s incredibly exciting and rewarding to be able to contribute meaningfully. I only wish we had done this years ago.”
JOHN KEITH Employment Law Chief Counsel

3. DAWN SMITH General Counsel
“By focusing the [in-house] team on interesting and challenging work, we achieved our goal of becoming a trusted advisor, while also encouraging career development for our team members.”
DAWN SMITH General Counsel

4. ELLEN PEKILIS General Counsel
“We went from a small department with uncontrolled incoming flow to a high-performing group who perform more complex, challenging tasks. The projects are more rewarding and cross-functional, and the legal staff is more engaged.”
ELLEN PEKILIS General Counsel

6. STEPHANIE SCIULLO Associate General Counsel
“Where there are repeat, routine tasks, we can benefit from creating an optimized process. … we are not trying to stuff every skill into a box or a form. There’s room for both creativity and efficiency.”
STEPHANIE SCIULLO Associate General Counsel

7. RENATO CONTI former General Counsel
“Although we liked to be perceived as characters in a Rambo movie, we truly wanted to improve our reputation and status with internal customers, and to bridge the gap between quality offered and quality perceived.”
RENATO CONTI former General Counsel

8. CHRIS FOWLER BT plc UK Commercial Legal Services GC
“We are now in a position to demonstrate to our internal customer that the value of their legal spend is being optimized and continually monitored.”
CHRIS FOWLER BT plc UK Commercial Legal Services GC

9. RAFIK BAWA Associate GC
“Aside from greater work-life balance, team members feel a sense of ownership of the solution and have moved up the value chain to do more complex, strategic work.”
RAFIK BAWA Associate GC

11. JENNIFER BILLINGSLEY ZS Associates former GC
“Allowing our in-house lawyers to specialize — giving them areas they own, and equipping them with tools and resources — allows them to focus on the things they really enjoy.”
JENNIFER BILLINGSLEY ZS Associates former GC

12. JOE MILCOFF FedEx Ground Package System VP Litigation & Risk
“Everyone is able to use all of their talents as legal professionals. There is no need to farm out this work to a firm billing us for a junior attorney’s time. We’ve seen increased quality, increased consistency, and increased job satisfaction.”
JOE MILCOFF FedEx Ground Package System VP Litigation & Risk

13. RAY BAYLEY Novus Law CEO
“It’s pretty cool when clients expect cases to go six months and [we] can resolve them after a few days or weeks.”
RAY BAYLEY Novus Law CEO

15. LOIS BINGHAM General Counsel
“We pursued a fast pace, but tried to be nimble and flexible. It was really a great experience. The team coalesced and put their all into realizing our shared vision: to be a best-in-class legal department.”
LOIS BINGHAM General Counsel

16. TROY SWAN General Counsel Australia & New Zealand
“Raising the legal IQ [among clients] has driven a marked decrease in requests for assistance, allowing the legal team to focus on higher-value efforts, thereby reducing the need to seek external advice.”
TROY SWAN General Counsel Australia & New Zealand

17. STEPHANIE SCIULLO Associate General Counsel
“Jump right in, even if you don't have everything perfectly in place yet.” [when asked for advice for future Champions]
STEPHANIE SCIULLO Associate General Counsel

18. The 2016 ACC Value Champion Series
Applying Value Strategies in M&A, Restructuring, and Other Big Transformations
The 2016 ACC Value Champion Series

19. ACC Value Champions

20. The Challenge
Create a data-driven process to separate the HP OGC into 2 Fortune 50 company law departments
On time, within budget
Continue to achieve department goals
According to Accenture Strategy research
83% of companies consider carve-outs to be an important strategic tool to drive competitiveness in the next 3 – 5 years
Divestitures are difficult to plan and execute
65% of companies surveyed were unable to complete carve- outs on time
67% went over budget

21. Financial Discipline and Resource Allocation
Separation requirements
Model resources and cost for two new Legal Departments, identify dis-synergies
Manage transaction costs and ongoing Legal spend
Established discipline and predictability
99% forecast accuracy target
Combined with strategic focus on
Bringing work in house
Managing external spend
Resulted in 5% year over year decrease in total Legal spend
Same or increased volume and quality
Redirect and optimize resources
Example: Reduced IP spend while increasing patent filings by 24%

22. Legal Applications and Content
Separation requirements
Every asset, liability, contract, project and person had to be attributed to HPE or HPI
Establish technology infrastructure for Newco (HPE)
People
Patents
Trademarks
Litigation Matters
M&A Projects
Contracts
Records
Systems in place enabled attribution of
Patents & trademarks - Anaqua
Litigation matters - TeamConnect
M&A projects - Midaxo
Contracts were less structured and required analysis
Apttus and Seal Contract Discovery platform
Corporate records database too large to clone
1+ Billion HPQ records, across 40+ servers
New instances of HP Records Manager for HPE and HPI
Time recording used to evaluate employee roles
Web-based tool, 30-day study
Additional insights regarding employee activities

23. Example: IP Data for Separation
IP assets are tagged to a business or corporate entity in our IP Management System (Anaqua)
“Clone, cleanse and go” process applied to the Anaqua application
Trademark Searches by BU
Trademark Applications by BU
Registered Trademarks by
BU and Corporate

24. Work streams, tasks, owners tracked in Midaxo tool
Separation Project Management
Work streams, tasks, owners tracked in Midaxo tool
Example: Infrastructure work stream
4,800 total applications cloned
104 Legal and Compliance applications
146,000 HPQ SharePoint sites
1,000+ Legal and Compliance sites

25. The Result Separation completed on time, under budget
$110 Billion transaction
$50+ Billion worth of cash and assets moved (several times) through the structure
1200+ legal transactions
111 new entities incorporated
62 countries “cloned”
Two 30+ jurisdictions simultaneous closings
83 Legal work streams
160+ in-house attorneys involved
391 days
Contracts with 150,000 customers, partners, and suppliers assigned or cloned
50,000 patents and 15,000 trademarks assigned
1200 legal transactions

26. Strategic Initiatives
HPE Post-separation
Focus on innovation and resource optimization
Time recording deployed based on insights from Separation exercise
Business intelligence platform links time to data points from other applications
Time
Apttus transactions
TeamConnect matters
Strategic Initiatives
M&A projects
Customer accounts
IP assets

27. Example: Contracting Metrics with Time Data
HPE Strategic Initiative: Intelligent OGC
Example: Contracting Metrics with Time Data
Early results
Inefficiencies identified and addressed
Self-service, ad-hoc reports for managers
Vendor scorecards created
Data to inform carve-out of Enterprise Services business announced May 2016

29. BT Group plc – Labour law
Creating the space to achieve

30. Cost savings identified Internal stakeholders
Work visa processes
Achievements
Team established
Identified key areas of focus for the team
Internal stakeholders identified and engaged
Cost savings identified
Immigration front door developed and rolled out across UK
Guidance document developed
Obtained an understanding of work undertaken by external panel
Contributed to the identification of firms for the panel review
Front door
We developed a new “front door”, with a detailed step-by-step guide to using it, for all immigration support requests. This dramatically changed the way requestors interface with the business for such requests. Full details have to be given to raise a request which has saved the business time and ensured an auditable process is in place and consistency is achieved.
Cost savings identified
Internal stakeholders
Understanding of work undertaken by panel firms
Reducing the work sent to external counsel by bringing it in-house and managing it via the front door
Scope to single-source the external legal support going forward (subject to procurement and Reward requirements)
Financial Controllers have early oversight of (individual against total) spend requests, therefore able to consider commercial requirements of each request. Possibility of reducing spend
Cost of visas
Cost of dependent visas (approx. 12% of total visa costs)
We have engaged with firms to understand the process of obtaining a visa, incl. job shadowing
This has given us a clearer understanding of which elements of the process could be brought in-house if necessary.
We have a better understanding of how firms’ costs are spread and the cost/benefit BT gains
Financial Controllers and their DRs
Immigration (Right to Work and International Assignments) team
HR / Recruitment operations team
Cost Transformation

31. Visa front door

32. Corporate support front door

33. Corporate support front door (2)

34. Corporate support front door (3)

35. Corporate support front door (4)

36. Corporate support front door (5)

37. BT Academy

38. ACC Value Champions AON CORPORATION Strategic Improvement Project
Audrey Rubin
Vice President, Chief Operating Officer
Aon Global Law

39. The Law Department has 425 colleagues in 42 countries supporting Aon globally. The team identified a need to enhance colleague development and reduce costs, while maintaining superior service delivery
Aon’s Strategic Improvement Project:
LEAN/Six Sigma Process Design:
RFP Process & Partnership:
Global Rotation Program:
Contracts Work Location:
Worked with preferred law firms to map the current and future state processes and identify improvements
Worked with Aon’s procurement department to develop an RFP process for trademark legal matters
Implemented a development program for attorneys to assist with international legal matters with resourcing constraints
Moved commercial contracts work to a lower cost Law Department location
Outcome Overview
Reduction of Legal Costs
Improved Legal Outcomes
LEAN/Six Sigma Process Design: Decreased the total dollar amount of rejected invoices by 41%
RFP Process and Procurement Partnership: Annual savings of 30%
Global Rotation Program:
Annual savings of 30% by using existing FTEs for these legal projects instead of outsourced resources
Retained 15% of the annual training budget by providing internal on-the-job training
Contracts Work Location Strategy: Reduced the annual cost of contracts work by 50% via labor arbitrage
LEAN/Six Sigma Process Design: Decreased the average subpoena cycle time by 44%, from 175 days in 2014 to 98 days in 2015
Contracts Work Location Strategy:
Reduced average contracts turnaround time by 71% by moving work to India
Reduced average contracts turnaround time by 66% by moving work to Poland

40. Initiative: LEAN/Six Sigma Process Design
Challenge
Identified processes it executes with a particular third party law firm that need significant improvement
Approach
Spent 1.5 days at training to earn a LEAN/Six Sigma yellow belt
Attended full-day workshop to:
Map current state processes
Discuss pain points
Design potential future state processes that address areas of improvement, such as faster completion time, lower cost, and fewer errors
Outcome
Implemented future state processes within the Law Department and third party law firms in order to achieve efficiencies and cost savings

41. Used with permission of Legal Lean Sigma Institute
Initiative: LEAN/Six Sigma Process Design Cont.
Used with permission of Legal Lean Sigma Institute

42. Initiative: RFP Process and Procurement Partnership
Challenge
Developed an RFP process to evaluate and score potential law firms
Approach
Partnered with Aon’s procurement department and collaboratively created a list of potential suppliers, identifying key questions to address and defining a scoring rubric to assess contenders
3 Phase RFP Approach:
Phase I: Qualification, Expertise and Complexity questionnaire
Phase II: Case Simulation & Onsite Visit
Phase III: Case recommendations
Led financial negotiations and up-front bidding process to ensure pricing transparency and optimal fees
Outcome
Leveraged the RFP process to select outside counsel for additional areas, including various types of litigation, immigration, and court reporting
Future state processes mapped during these sessions are implemented within the Law Department and third party law firms in order to achieve efficiencies and cost savings

43. Initiative: RFP Process and Procurement Partnership Cont.
Future state processes mapped during these sessions are implemented within the Law Department and third party law firms in order to achieve efficiencies and cost savings

44. Initiative: Global Rotation Program
Challenge
Identified Law Department sites such as Gurgaon, India and Sydney, Australia, that were understaffed and needed resources for projects
Approach
Hosted a town hall that highlighted the location, project, and unique opportunity for understanding legal matters in a different country and building a global network
Created a submission process that required applicants to utilize photos, video diaries, and Yammer (an Aon social media tool)
Outcome
Received applications from 50% of Law Department attorneys from the eligible team.
Selected five attorneys to participate in a 2-3 week rotation at a sponsored site.
Expect to expand the rotation program to all business units and to formalize the initiative as part of ongoing colleague engagement and development efforts

45. Initiative: Global Rotation Program

46. Initiative: Contracts Work Location Strategy
Challenge
Identified certain transactional, repeatable, and low complexity activities that were being performed in higher cost locations
Approach
Determined activities were fit for junior-level legal resources in India
Created a transition playbook that detailed contract and training guidelines
Analyzed additional work to move to a lower cost location, including Non-disclosure agreements (fit for junior-level resource in Poland)
Outcome
Created a new office and hiring plan in Poland and leveraged the transition playbook for onboarding.
Consider Poland & India resources as formal members of the Law Department, interacting with “onshore” teams and communicating directly with legal clients.
Provide ongoing training and career paths to keep colleagues engaged and encourage professional development

47. Initiative: Contracts Work Location Strategy
Aon’s NDA Playbook
Aon’s Training Schedule