Technology and digital redefine the contours of a large number of sectors (music, travel, real estate, taxis…). The legal profession is no exception. And legal departments must now look at living in a more collaborative world. Where power no longer belongs to the one that knows. But rather the one that shares. It will then be positioned at the heart and the center of a community which, in turn, will share information, analysis and insights. The increasing complexity of topics to be addressed by in-house lawyers, coupled with the necessary urgency of the expected solutions, require that choices be made and priorities be set. A lawyer cannot see and analyze everything with the same level of quality and attention.
“Yesterday knowledge was power, today we believe that knowledge sharing is power.”
The contractual policy must therefore clearly set out three categories: (1) what the legal department does, (2) what it delegates to its internal clients and (3) what it no longer does. In the first category, we find the documents and contracts that must be developed and/or validated by in-house lawyers. The second category involves the creation of templates enabling internal clients, with training, thresholds and criteria, to be faster and more independent and agile. The last category will cover subjects without real risks or issues, and therefore that do not need a lawyer to intervene.
Once this contractual policy is defined and built, it will be up to the legal department to communicate and explain it to all stakeholders, as well as to set up collaborative tools so that every person in this larger community can have access to all resources and reap all the benefits in terms of risk management efficiency. Working together is no longer an option, but a duty!