Texas Lawyer In-House Counsel Summit

1. Texas Lawyer In-House Counsel Summit General Counsel: The Global Corporation’s Next Agent of Change Katie Bullard, VP Product Management & Marketing, Mitratech April 10, 2014

2. AGENDA • The Forces for Legal Globalization • What Does it Mean to a Legal Change Agent? • Case Studies and Best Practices • Q&A

3. 230+ LEGAL DEPARTMENTS CHOOSE MITRATECH • Our Products Are Consistently: • FLEXIBLE and highly configurable solutions that fit the way YOU work • COMPREHENSIVE solutions that serve as a complete hub for the legal department • TRUSTEDby your peers to create maximum return in minimum time, creating the secure, low-risk, and safe product choice

4. MARKET FORCES ON THE GC’S OFFICE GC needs to be a best-run business unit on a globalscale

5. HOW GLOBALIZATION AFFECTS LEGAL DEPTS

6. TOP 2 PAINS AS IDENTIFIED BY LEGAL OPERATIONS LEADERS* • We need better reporting of all legal department data • Users fail to adopt and consistently update information in our technical solutions - leading to inconsistent data and records. * 2013 Mitratech survey of Legal Department executives across the globe

7. NOT ENOUGH LEGAL LEADERS VIEW THEIR ROLE AS ONE OF A CHANGE AGENT

8. RESISTANCE IS USUALLY JUST THE SYMPTOM… Resistance is not the primary reason why changes fail. The real problem is that leaders plan and roll out major changes in ways that create inertia, apathy, and opposition

9. CHANGE BUY-IN FORMULA (D x V x A) > R Dissatisfaction (with current state) Vision for future (benefits to me) Actions (first actions) Engagement with the sum of these must be greater than > Resistance to change

10. WHAT IT TAKES TO BE A CHANGE AGENT

11. TAKE TIME TO BUILD SOLID FOUNDATIONS The turtle & the hare: rushing is not always the best option

12. WHY THINKING GLOBALLY IS CRITICAL FOR THE GC’S OFFICE Failure to think globally and initiate change will: • Result in poor process and un-adopted tools • Lead to poor visibility into global legal spend and operations • Create additional risk for the overall business Two key global legal initiatives for change: • Global Spend Management: budgeting processes, global tax and currency challenges, vendor roll-out and adoption • Business Process and Collaboration: language challenges, flexible tools and processes, centralized content, data privacy

13. TIPS & TRICKS FOR GOING GLOBAL

14. LEGAL CHANGE AGENT: AONCREATING A GLOBAL BUSINESS PROCESS FOR INCREASED COLLABORATION Need for Change • HQ legal team did not know the best firms within international jurisdictions to choose • International firms not captured in preferred vendor list • Limited visibility across global legal team Vision • Business process standardization initiative created using technology Results • Process implemented to authorize vendors not on preferred list that still allows for flexibility and the regional counsel to do their job • Increased collaboration world-wide on matters, which reduces re-work, generates productivity gains, and fosters a better legal community “At AON, the office of the general counsel embarked on a global business process standardization initiative across the entire legal team in order to gain the full visibility needed to be a best-run legal department.” CONFIDENTIAL: CLIENT USE ONLY

15. LEGAL CHANGE AGENT: HEWLETT-PACKARDLEGAL SPEND AND GLOBALIZATION Need for Change • Very little information tracked in systems outside of the U.S - almost a quarter of all matters created outside U.S. • Managing the change in process when rolling out global matter management and e-Billing processes, in addition to currency and tax differences Vision • Utilize legal technology to roll out a global budgeting process • Create a Global Operational Support team to aid the legal group on the financial components of managing matters Results • Every matter, budget, and invoice stored within TC, giving HP the ability to pinpoint exactly where global legal spend exists • A better understanding of legal spend, leading to more accurate projections “Embracing the change management process and training global staff were the top two challenges we faced when rolling out global matter management and e-Billing” CONFIDENTIAL: CLIENT USE ONLY

16. LEGAL CHANGE AGENT: AIGSIMPLIFYING THE SYSTEMS LANDSCAPE FOR A GLOBAL ORGANIZATION Need for Change • Disparate systems across the globe • Significant reporting challenges, especially in global legal spend. Little information on how much was out there. Vision • Expansion of legal technology platform from corporate needs only to include claims legal management as well • Ability to manage all global legal spend through one unified platform Results • Enhanced collaboration across legal groups • Improved data management across the enterprise for more in-depth decision analytics “AIG’s ability to increase collaboration across global legal units and between claims and staff counsel, as well as their focus on reducing costs through the use of data and analytics, is a prime example of a legal department leveraging technology to deliver on key enterprise objectives.” CONFIDENTIAL: CLIENT USE ONLY

17. KEY THEMES FROM OUR CLIENTS AND PARTNERS • Support for change must come from the General Counsel • Explain HOW each person will benefit from the new initiative (local staff and global staff) • New processes must be created with input of everyone involved, especially global staff: collaborate, collaborate, collaborate • Identify a local evangelist • Embrace the notion that what works here may not work everywhere • Don’t try to undertake everything at once • Train, Train, Train • Refine, Refine, Refine

18. Q&A