Formula for success
One of the fundamental differences between practising law in-house as opposed to in private practice is that in-house lawyers have to balance two often-contradictory roles. They must be guardians of the law and consider how best to protect the company's reputation - but, at the same time, they must act as partners to the business, fostering innovation to drive growth wherever possible. Striking this balance is the challenge we all strive to achieve. It's what I set out to do on joining Novartis four years ago, while also turning the firm's legal function into a unified global team with a common standard of excellence. To do this we committed ourselves as a group to five legal excellence standards: accountability, business acumen, ownership, solution orientation and rigour.
Novartis general counsel Thomas Werlen outlines the five key benchmarks his team used to ensure the drugs giant’s lawyers were commercially-minded and supporting the business
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