Part One: TheGeneral Counsel as Partner and Guardian 1 Chapter 1 Introduction: TheInside Counsel Revolution 3 a. Transformation 3 b. Credit Where Credit Is Due 8 c. Causes: A Schematic View 10 d. The Prescriptive Perspective15 e. Core Concepts and Key Issues21 Chapter 2 The Lawyer-StatesmanIdeal 23 a. Overview: Is It Legal? Is ItRight? 23 b. Historical Traditions 26 c.
Outstanding Expert, WiseCounselor, and Accountable Leader 31 d. "Complementary" Competencies:Beyond the "Core" 41 e. Analysis before Recommendation46 f. Analysis before Advocacy 51 G. An Important Conscience of theCorporation 53 Chapter 3 Partner-GuardianRealities 55 a. The Tension 55 b. The Fusion 58 c. The Obstacles 63 d.
The General Counsel''sCharacter, Reputation, and Identity 68 e. Protecting Other InsideCounsel 71 f. Alliance with Other StaffFunctions 74 g. The Board of Directors 75 h. The CEO 81 i. Dealing Directly with CEO Risk83 Chapter 4 The Cultural Imperative 91 a. Primacy 91 b. The Pressures That Corrupt 95 c.
Imposing Discipline 108 d. Letting Employees Speak--andThen Listening 115 e. An Integrity "LearningCulture" 121 f. Financial Rewards 125 g. Assessing Culture 127 Part Two: KeyIssues 129 Chapter 5 Compliance and LegalHazard: The Essence 131 a. Complexity 132 b. Regulatory Trends 135 c. Determining What Is the Law140 d.
The CEO as Chief ComplianceOfficer 142 e. Prevent, Detect, and Respond144 f. Deals 159 g. Value of a Good ComplianceSystem: Morgan Stanley 161 h. Value of a Good Response toCompliance Disaster: Siemens 163 i. GC, CFO, and Chief ComplianceOfficer: Function Not Form 168 j. People and Resources:Platinum, Gold, Silver, Bronze--or Nickel 176 Chapter 6 Ethics: The Complexity 183 a. Identifying Ethical Issues 185 b.
Setting Ethical Standards 188 c. Challenges in Global SupplyChains 197 d. Conflict between GlobalStandards and National Law 213 e. Ethical Problems When There IsNo National Enforcement 219 f. Exiting Rogue States 222 g. Cost: Small and Medium-SizedCompanies 226 h. Values 226 Chapter 7 Risk and CrisisManagement 229 a. Scope 230 b.
Organizational Principles 232 c. Framework Questions 236 d. Catastrophic Events and CrisisManagement 244 e. Fukushima: Debating Disaster249 f. BP and the Gulf: "Exhibit A"for Catastrophic Costs of Failure 253 g. A Comment on Geopolitical,Terrorism, and Cyber Risk 264 h. The Need for SpecializedKnowledge 270 Chapter 8 Governance: The BoardRelationship 275 a. The Three Dimensions ofGovernance 276 b.
The Framework of Formal Rules278 c. The Six Essential Tasks ofBoard-Management Leadership 280 d. Special Problem: ExecutiveCompensation 300 e. Board Independence andLeadership 307 f. Shareholders: Stewards andActivists 310 Chapter 9 Citizenship and thePrimacy of Public Policy 317 a. Philanthropy 319 b. Business Activities 322 c. Collective Action:Anticorruption 326 d.
Public Policy 335 e. Reporting 354 f. Reputation 357 Part Three:The Global Legal Organization in the Future 359 Chapter 10 Leading the LawDepartment 361 a. Mission 361 b. Hire the Best 363 c. Delegation 371 d. Accountability: Centralized orDecentralized Model 374 e. Global Integration 380 f.
Duties to Inside Lawyers 382 g. Innovation, Management, andCost 390 h. Explaining the LegalOrganization to Business Leaders 398 Chapter 11 Law Fi rms--andAlternatives 401 a. Problems: A Brief Bill ofParticulars 402 b. Solutions: A Brief History 406 c. The Primacy of Segmentation411 d. Rethinking Resource Allocation412 e. Resetting the Relationship 417 f.
Cooperation on Ethics 428 g. A Personal Note 438 Chapter 12 The Future: Problemsand Possibilities 441 a. Extending the GC''s Reach 442 b. Attitudes: Boards ofDirectors, CEOs, and Business Leaders 444 c. Making the Case That CostCreates Value 447 d. Going Global? 450 e. Partner and Guardian 454 NOTES 457 Acknowledgments 491 About the Author 493 INDEX 495 Part one.