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Undoubtedly, there are better ways of describing a lawyer’s worth than simple time spent, though that is not to say anyone in the legal team has yet nutted out what they are. | Undoubtedly, there are better ways of describing a lawyer’s worth than simple time spent, though that is not to say anyone in the legal team has yet nutted out what they are. | ||
In this and many other ways are the | In this and many other ways are the [[Private practice lawyer|outhouse]] and inhouse incentives inversions of each other. Where a [[private practice lawyer]] is a ''[[profit centre]]'' — one who profits from ''discord'': the more of it, and the longer it takes to untangle, the better — an inhouse legal eagle resolutely is ''not''. Inhouse counsel ''don’t'' generate revenue: they can’t — they are not ''allowed'' to. They ''cost'' revenue. This is not just by coincidence, but design: the [[legal department]] is by its very ''[[ontology]]'' a [[cost centre]]. | ||
This does not stop | This does not stop starry-eyed [[general counsel]], [[from time to time]], wishing their department ''could'' be a [[profit centre]], of course. | ||
To be sure, this would be an excellent corrective to the [[chief operating office]]’s disposition when it beholds the legal function: that it is a blight, a [[Cost reduction|cost]], a drag and, at the end of the day, a roadblock: a department stocked with expensive professionals whose main talent seems to be coming up with creative ways to say “''no''”. | To be sure, this would be an excellent corrective to the [[chief operating office]]’s disposition when it beholds the legal function: that it is a blight, a [[Cost reduction|cost]], a drag and, at the end of the day, a roadblock: a department stocked with expensive professionals whose main talent seems to be coming up with creative ways to say “''no''”. |