The responsibility for transforming law school graduates into high-performing senior attorneys has traditionally fallen to private law firms, with corporations and their inside counsel having little opportunity to contribute to professional development discussions or activities. This model has worked exceptionally well to advance majority group lawyers up the professional performance and leadership ladder, but it has been demonstrably ineffective in moving minority professionals to its topmost rungs.
This failure works to the disadvantage of corporations driven by global market demands to secure legal advice, counsel, and representation from a broad diversity of perspectives. As a result, the in-house community has joined its law firm colleagues in the effort to promote diversity.
