CCCA Magazine - Winter 2019

Virtual Realities and Professional Ghosting

Stop Innovating and Read This First Spark (Contract) Joy through Innovation Get Ready for the 2020 National Conference

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magazine Winter 2019 Hiver | Vol 13, No. 4

Leading Corporate Counsel Le conseiller juridique d’entreprise – Droit devant

2020 Conference Co-Chairs: FRÉDÉRIC PÉRODEAU, Autorité des marchés financiers & CHRISTINE DESAULNIERS, TC Transcontinental

PM 42929530 — Return undeliverable Canadian addresses to: Canadian Corporate Counsel Association, 1210 – 20 Toronto Street, Toronto, ON M5C 2B8

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CCCA

Winter 2019 Hiver | Vol 13, No. 4

is published quarterly by

CANADIAN CORPORATE COUNSEL ASSOCIATION L’ASSOCIATION CANADIENNE DES CONSEILLERS(ÈRES) JURIDIQUES D’ENTREPRISES 300 – 20 Toronto Street Toronto, ON M5C 2B8 Tel: 416-869-0522 Email: ccca@ccca-cba.org CCCA Chair / PRÉSIDENT de l’ACCJE Daniel Bourque: Chair@ccca-cba.org EXECUTIVE EDITOR / Rédactrice en chef Lynne Yryku: LYryku@ccca-cba.org Associate Editor / Rédactrice associée Bobbie Smith: BSmith@ccca-cba.org ADVERTISING / PUBLICITÉ Bobbie Smith: BSmith@ccca-cba.org DESIGN / CONCEPTION ARTISTIQUE Hume Media Inc. Editorial Board Olumide Adetunji Marianne Bolhuis Graeme Deuchars Wendy King Laurie MacFarlane Sarah McKinnon Michael Rothe Yasmin Visram COVER PHOTO / PHOTO DE COUVERTURE Monique de St. Croix ISSN No. 1913-0562 Publications Mail Agreement No. 42929530 Return undeliverable Canadian addresses to: Canadian Corporate Counsel Association 1210 – 20 Toronto Street Toronto, ON M5C 2B8

All rights reserved. Contents may not be reprinted without permission. The opinions expressed in articles are not necessarily those of the publisher. Information presented is not legal advice and should not be relied upon as a substitute for review of your specific situation with legal counsel. Every effort has been made to provide accurate information; however, the publisher assumes no responsibility for errors or omissions.

Tous droits réservés. Le contenu du magazine ne peut pas être reproduit sans autorisation. Les opinions exprimées dans les articles ne sont pas nécessairement partagées par l’éditeur. Le contenu du magazine ne constitue pas un avis juridique et vous ne devriez pas vous en servir pour évaluer votre situation particulière. Nous avons tout mis en œuvre afin de fournir des renseignements exacts. Cependant, l’éditeur n’assume aucune responsabilité en cas d’erreurs ou d’omissions.

In this issue…

Features 12 Virtual Realities and Professional Ghosting: Technology and Tools for Managing Relationships

Technology has certainly provided us with the means to build solid relationships, but we fall short when we consider technology as our reality, instead of simply an operational tool.

By Barbara De Dios

16 Stop Innovating and Read This First

In recent years, “innovation” has become the legal industry buzzword that everyone is talking about. However, the true purpose and mechanics of innovation have largely been lost in myth and mystique. By Kyla Sandwith

20 Spark (Contract) Joy through Innovation

I embrace innovation in my day-to-day work. I fiddle with our available technology. I habitually customize tracking spreadsheets. I kneel at the altar of internal optimization. My colleagues are either inordinately gracious or they sincerely appreciate my efforts. Internal innovation seems welcome. However, I have found client-facing innovation is not necessarily so. By Ian Sinclair

columns

departments

4 From the Editor The idea of innovation can be elusive or difficult to define. How do you come up with something that is truly "new"?

It really comes down to doing something different that has value.

5 From the Chair As we get ready to enter a new decade, pause to reflect on the year just passed. What went well? What do you need to prepare for?

6 Legal Performance Many departments in a company, like many sectors of the corporate world, embrace technology and innovation quickly, while others, like legal, seem to get left behind. We in the law group here at Bruce Power, however, focus on getting ahead. By Theodore Dela Avle 7 An Expat Perspective Is your team agreeing with you because it's a good idea or because you're the boss? How do you make it safe for them to suggest other approaches? How do you create a culture in which innovation thrives? By Patricia Osoko

8 Profile: Christine Desaulniers and Frédéric Pérodeau Our Co-Chairs of the upcoming National Conference talk about the importance of creating supportive networks, being open to new ideas and planning for the future. By Lynne Yryku 25 Legal Innovation As in-house counsel continue to face cost pressures from within their organizations, external counsel need to help. Leveraging technology to reduce costs while improving efficiency is an easy first step. By Susan Wortzman 29 Mental Health Our thirst for technology to do more, be more and solve more is unquenchable. So too is our desire to have our privacy protected. Is it possible to have both exist in tandem? By Wendy Lund 30 Inside Edge Through proper stakeholder engagement, evaluation and implementation, we’ve been able to leverage innovations to help expand our legal operations and increase our value proposition at Pivotal. By Kevin Wentzel

26 CCCA News 2020 CCCA Award nominations are open; enrol in the Business Leadership Program for In-House Counsel; mark your calendars for the National Conference next April.

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{ From the Editor / Mot de la rédactrice }

Making Innovation Second Nature

Faire de l’innovation une seconde nature

By Lynne Yryku

Par Lynne Yryku

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he idea of innovation can be elusive or difficult to define.

All the good ideas are taken—how can you come up with something that is truly “new”? However, it really comes down to doing something different that has value.

“Innovation is simply a new idea or way of doing something that better meets stakeholder needs. This shifts the focus from the idea or innovation itself to what is truly important: those impacted by the innovation,” explains Kyla Sandwith of De Nova (page 16). Asking the right questions to the right people to get buy-in is the first step.

You also have to execute on your good ideas—and be adaptable. For example, Ian Sinclair of Ricoh Canada, a self-confessed innovation junkie, constantly looks to improve the automated software he works with: “I probe prospective clients and reconstruct their efforts or attempt to realize their wishful thinking”— sometimes with varying results (page 20). However, he knows from experience that obstacles will be overcome with time.

It helps to start small. For instance, at Bruce Power, Theodore Dela Avle and his team have implemented basic automated contract and proofreading software. He is the first to point out that “while neither [tool] is revolutionary, each has been an incrementally beneficial advance” (page 6).

And while innovation may seem synonymous with technology—especially with the recent and welcome advances in automated document review, legal research and eDiscovery, to name only a few—you do not need to let the computers take over. “We fall short when we consider technology as our reality, instead of simply an operational tool,” warns Barbara De Dios of Canadian Dental Services (page 12).

At its core, innovation is about responding to change in a creative way. It's also about having a mindset of continuous improvement and thinking outside of the box. Given the wideranging (and sometimes unpredictable) role of in-house counsel, you have these skills. Focus on using them and innovation will become like second nature. ❚

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’innovation est une notion insaisissable, indéfinissable. Les bonnes idées sont déjà exploitées – existe-t-il quelque chose de vraiment « nouveau »? Eh bien, c’est vraiment une question de faire quelque chose de différent qui a une valeur. « L’innovation est simplement une idée ou une nouvelle façon de faire qui répond mieux aux besoins des parties prenantes. On détournera ainsi l’attention de l’innovation en tant que telle pour braquer les projecteurs sur l’important : les parties concernées », explique Kyla Sandwith de De Nova (page 16).

La première étape : poser les bonnes questions aux bonnes personnes pour obtenir leur adhésion.

Il faut aussi transformer l’idée en action – et s’adapter.

Par exemple, Ian Sinclair de Ricoh Canada, un mordu de l’innovation, cherche constamment à améliorer les logiciels avec lesquels il travaille : « Je sonde les clients potentiels et je reconstitue leurs efforts pour réaliser leurs vœux pieux » – parfois avec des résultats variables (page 20). N’empêche, il sait d’expérience que les obstacles seront surmontés avec le temps.

Commencer petit peut aider. Par exemple, chez Bruce Power, Theodore Dela Avle et son équipe ont mis en œuvre des logiciels de base d’analyse des contrats et de correction d’épreuves. « Aucun n’était révolutionnaire, mais chacun nous a fait progresser » (page 6).

On a beau penser qu’innovation est synonyme de technologie – en particulier avec les progrès récents des logiciels d’analyse des documents, de recherche juridique et de preuve électronique, notamment – mais rien ne nous force à laisser les ordinateurs prendre toute la place. « Il devient improductif de considérer la technologie comme un incontournable par opposition à un simple outil opérationnel », prévient Barbara De Dios des Services dentaires du Canada (page 12).

Innover, c’est essentiellement réagir au changement de façon créative. Il s’agit aussi de se mettre dans un état d’esprit d’amélioration continue et de sortir des sentiers battus. Vu la portée (parfois même inattendue) du rôle du juriste d’entreprise, vous possédez ces compétences. Utilisez-les et l’innovation deviendra une seconde nature. ❚

{ From the Chair / MOT DU PRÉSIDENT }

A

The Future is Now

L’avenir, c’est maintenant

By Daniel Bourque

Par Daniel Bourque

s we get ready to enter a new decade, pause to reflect on the year just passed. Twelve months have gone by—likely too fast—and we have all accomplished a great deal. What went well? Celebrate the goals you achieved and the events that were memorable. Becoming Chair of this great association, connecting with members from across the country and helping to best match our offerings with your needs are highlights for me.

Then consider what did not turn out as you expected. Times and conditions are evolving—are you adapting? Are there big shifts happening at work or elsewhere? What do you need to prepare for?

As a technology lawyer myself, one thing that stands out for me is the technological disruption that is significantly altering the way we operate, sometimes in unpredictable ways. As automation accelerates, networks get faster and data analytics define your competitive advantage, our role as in-house counsel becomes about increasingly more than just law—and, rather than replacing us, technology is a useful tool to help us grow.

It is fitting then that the theme of the 2020 National Conference is Focus on the Future: In-House Counsel in 2020 and Beyond, which takes place from April 26 to 28 in Montreal. With topics ranging from digital economics to data protection, the global workplace and artificial intelligence, this is an event not to be missed. The three days will equip you with the knowledge and skills needed to drive fruitful innovation, manage change and become a legal leader of tomorrow.

We also rely on our networks to help us manage our careers and determine how we can contribute even more value to our organizations from both legal and business perspectives. Such connections are made at the National Conference in April, the Business Leadership Program for In-House Counsel (the next cohort begins in May) and the many local events throughout the year. In addition, your membership gives you access to the 30+ sections of the CBA and all the sections of your local Branch, so you can collaborate with experts and thought leaders in any area of the law you're interested in.

Together, we are a vibrant community, providing valuable expertise and leadership to our organizations. I hope you will put CCCA involvement among your New Year’s resolutions and join me at one of our many events as we prepare for the future today. ❚

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lors qu’une nouvelle décennie s’amorce, prenez un moment pour repenser à l’année qui se termine. Douze mois, écoulés trop vite, où nous avons tous beaucoup accompli. Qu’est-ce qui a bien fonctionné? Saluez les objectifs atteints et les événements mémorables. Pour moi, ce fut de devenir président du conseil de notre grande association, d’établir des liens avec des membres d’un océan à l’autre et de contribuer à mieux faire correspondre notre offre à vos besoins.

Maintenant, repensons à ce qui ne s’est pas passé comme prévu. Les temps changent – vous adaptez-vous?

Y a-t-il de grands changements au travail ou ailleurs? À quoi devez-vous vous préparer?

En tant que juriste spécialisé en droit des technologies, je suis marqué par les changements technologiques qui bouleversent notre fonctionnement, parfois de façon imprévisible. L’automatisation s’accélère, les réseaux gagnent en vitesse, l’analyse des données devient un avantage concurrentiel, et notre rôle en tant que juristes d’entreprise ne se limite plus au droit. Loin de nous remplacer, la technologie est un outil utile pour nous aider à grandir.

Il est donc approprié que le thème de la Conférence nationale de 2020 soit Regard vers l’avenir : les juristes d’entreprise en 2020 et audelà. Du 26 au 28 avril, à Montréal, on y abordera des sujets allant de l’économie numérique à la protection des données, en passant par le lieu de travail mondial et l’intelligence artificielle. C’est un événement à ne pas manquer, trois jours vous permettront d’acquérir les connaissances et les compétences nécessaires pour favoriser une innovation fructueuse, gérer le changement et devenir le leader juridique de demain.

Nous comptons aussi sur nos réseaux pour gérer notre carrière et trouver des moyens d’apporter encore plus à notre organisation, sur les plans juridique et commercial. C’est ce que visent la Conférence nationale d’avril, le Programme de leadership en entreprise pour les juristes d’entreprise (prochaine cohorte en mai) et de nombreux événements locaux organisés tout au long de l’année. De plus, votre adhésion vous donne accès à plus de 30 sections de l’ABC et à toutes nos sections de divisions, ce qui vous permet de collaborer avec des experts et des chefs de file dans le domaine du droit qui vous intéresse.

Ensemble, nous formons une communauté dynamique qui offre une expertise et un leadership précieux à nos organisations. J’espère que vous ajouterez l’implication au sein de l’ACCJE à vos résolutions du Nouvel An et que vous vous joindrez à moi dans l’une de nos nombreuses activités pour préparer l’avenir. ❚

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{ Legal Performance }

Luddites or Cutting-Edge Innovators: An In-House Practice Analysis

By Theodore Dela Avle, CIC.C

A lot of my hardware at work is current: I have a new laptop with all the accessories required to work seamlessly from any location, participate in negotiations with parties located all over the world and execute agreements electronically.

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owever, other parts of my work seem stuck in the past. For instance, I still have a Blackberry of indeterminable age. I don’t keep it for its tactile feel (which I like), but rather, because I can only trade it in for an iPhone that is four generations behind the current version.

Similarly, on a larger scale, many departments in a company—and, indeed, many sectors of the corporate world in general—embrace technology and innovation quickly, while others, like legal, seem to get left behind.

In the law group here at Bruce Power, however, we strive to keep up and get ahead.

We have sought out technology, tested a few products with varying results and adopted the useful ones. Automated contracts and proofreading software, the two I highlight here, have greatly reduced our pain points.

in an environment requiring specific regulation (e.g., in a radiological zone, which would trigger provisions related to radiation protection) and whose equipment the contractor will be using. They then have options of certain approved provisions, such as the extent of warranty obligations (repair, replace or refund). The software then generates a customized contract, to which any scope-specific provisions can be added, like whether the contractor is required to prepare a safety plan.

These automated contracts, which are principally used for high-volume lowerrisk procurements, are typically leaner than what we would otherwise send out.

As a result, clients and counterparties spend less time reviewing and marking up irrelevant provisions, and I spend less time approving them.

Automated Contracts

Proofreading Software

We recently acquired software that enables our business partners greater independence (within predetermined parameters) to create customized procurement contracts requiring minimal review or negotiation by in-house counsel. Clients answer a series of questions about the scope of work, such as whether the contractor will be working

We have also successfully tested a legal proofreading software. In lieu of manually reviewing contracts and documents for common errors and inconsistencies, such as missing or incorrect section references, numbering problems, or undefined or inconsistently defined terms, which can take an inordinate amount of time and still

“

In the law group here at Bruce Power, however, we strive to keep up and get ahead. We have sought out technology,tested a few products with varying results and adopted the useful ones.

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remain error-likely, we use a third-party plugin for Microsoft Word that is designed to simplify and speed up the process of spotting and fixing these errors. It identifies potential errors and presents them in a dashboard that lets you quickly navigate to the relevant area in the document, simplifying the process of correcting them.

For example, when proofreading section references, the tool identifies each use of the term “section” and the relevant section it “thinks” is appropriate, automatically splitting the screen so you can confirm if it is correct and insert a hotlink between the sections with one click. It’s a simple concept but represents a significant improvement over manual proofreading, especially when you multiply it thousands of times for hundreds of contracts.

While neither of the preceding tools is revolutionary, each has been an incrementally beneficial advance, reducing the time my colleagues and I must spend on these low–value-add tasks.

There are other such areas we are interested in improving over the long term. For instance, I would like to automate risk mitigation through AI. I envision feeding the AI software a contract, pertinent legislation and other information about a supplier and/ or our equipment, and it would determine where my company would likely be most at risk with different proponents for potential work. This would help me select the right partner and be aware of the risk pertinent to that particular partner. I welcome suggestions from readers on this front.

In the short term, I am simply hoping to get a better work phone! ❚ Theodore Dela Avle is Senior Legal Counsel at Bruce Power, where he embraces new ideas and better ways of doing. Reach him at dela.avle@brucepower.com.

{ An Expat Perspective }

Creating a Space for Innovation

By Patricia Osoko So coming back to the initial scenario, Imagine you are in a project approval meeting where you have been the first step is for the team leader to demassigned to lead a team in a foreign country. When you express onstrate a willingness to listen. Second, they should create a structure to allow for dissupport for the project, the local team simply nods silently.

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his scenario was presented by the instructor at an international business leadership seminar I recently attended, and he asked, “Is your team agreeing with you because it’s a good project or because you are the boss from head office?”

How do you make it safe for the team to respectfully disagree and suggest other approaches? How do you create a culture in which innovation thrives?

Whether at home or abroad, as inhouse counsel, we are often on multi-­ disciplinary teams where the same scenario plays out. Or we are presented with a project proposal as a fait accompli, and we are called on to structure and paper it.

How do we voice concerns and recommend alternatives while still preserving confidence in our abilities?

These questions came sharply into focus when I moved to our Mexico office.

In a culture where hierarchy is strong, I need to ensure my team has a safe space to speak up. This may mean going for coffee with each member and taking the pulse of a project in that informal setting.

Differing communication styles are also a factor. One of my favourite examples dates back to my early days in Mexico when a local lawyer said a proposed project would be difficult. My Canadian colleagues took that to mean they would just have to work harder. My Mexican friend was really saying it would be impossible, but in this culture, people seldom deliver bad news directly. Learning these nuances takes time and patience.

Let’s not forget non-verbal cues. Are head nods actually a form of disagree-

ment among your team? While deciphering body language cues can be difficult in your own culture, it can be a huge challenge in another culture. For example, the Indian head bobble can mean yes, no or maybe. No wonder we experience intercultural misunderstandings!

Whenever I run into problems like these, I am reminded of Commander Deanna Troi, the empath character in Star Trek Next Generation whose job was to interpret the emotional intent of the various alien species the crew encountered.

Why is a certain question being asked?

What might I be missing that the team would be willing to share if only I could discover the key to safe communication?

Researchers have found that highperforming creative teams behave differently than what we typically see in business meetings. Ideas are debated, examined from different angles, turned inside out and expanded. They are not simply accepted but improved upon and made stronger by the team’s collective efforts and contributions.

senting views to be heard, such as Warren Buffet’s red team/blue team set-up, where one side presents the case for a project while the other presents the case against it. Alternatively, before presenting their opinion, the leader can set aside 15 minutes to only hear why the project should not go ahead. This is a powerful tool to allow the quiet dissenters to express their concerns and the team to build a better solution.

Innovation can flourish on any team in any country. We just need to ask good questions, listen carefully to the answers and build a process that brings out the best ideas from all corners of the room. ❚ Note: The views expressed in this article are those of the author and not those of her employer.

Patricia Osoko is the Legal Director for ATCO México, where she supports operations in energy infrastructure and modular construction, as well as new growth opportunities. She also leads Silver Birch Innovations, where she studies and implements innovation and cultural transformation through digital reinvention, policy and process restructuring. Connect with her on LinkedIn.

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{ Profile }

Together re Pr epar in g fo r th e Futu

By Lynne Yryku

A flourishing professional network, through which they could help others and be helped themselves.

That is one of the key features that initially drew Christine Desaulniers and Frédéric Pérodeau to the CCCA—and they were not disappointed. Both have formed relationships with in-house counsel from across Canada that have lasted for years, and both are constantly looking for ways to increase that reach, improve their knowledge and skills, and help others thrive at the same time.

They will co-chair the 2020 National Conference, Focus on the Future: In-House Counsel in 2020 and Beyond, taking place from April 26 to 28 in their home town of Montreal, where they hope to give as much as they get.

Christine Desaulniers

“ It’s always interesting to see what others are doing and how they are dealing with issues. You can learn a lot,” explains Christine Desaulniers.

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t is this inquisitiveness and receptivity that have led her to where she is today: Chief Legal Officer and Corporate Secretary of TC Transcontinental, one of the largest packaging companies in North America and the largest printer in Canada.

Christine joined TC Transcontinental in November 2005, after almost 20 years with Stikeman Elliott LLP, where, among other things, she led the Montreal mergers and acquisitions group. At TC Transcontinental, she is responsible for the legal affairs

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of the Corporation and its subsidiaries, including as they relate to acquisitions, financing, restructuring, partnerships, commercial contracts, litigation and intellectual property. Over the past 15 years, she has successfully led a host of major acquisitions for the company, and has played a key role in numerous sales negotiations and equity and debt financings.

However, it is more than her legal excellence that makes her an inspiring role model. She is also actively involved in fun-

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draising for various charitable organizations, eager for new knowledge and new ways of doing, and always ready to lend a helping hand.

Christine joined the CCCA for these very reasons: “I was looking to meet people who were in the same situation as I was and facing the same challenges. I wanted to develop a support network … [where] we could talk and learn from each other and our [diverse] experiences.”

In her work life, every day is different—and “usually doesn’t unfold the way [she] expected!” There always seems to be unexpected issues to deal with, fires to put out and more. “I have to act quickly and carry on,” she says. So having an arsenal of people and ideas to pull from is important.

Her success also stems from acting on the good advice she has received from friends and colleagues over the years: “Work hard and be rigorous. Raise your hand and try. Believe in yourself. And push yourself outside of your comfort zone.”

Christine is looking forward to testing her boundaries, exposing herself to different perspectives and practices, and meeting people outside her usual circles at the CCCA National Conference. She sees it as a way for “in-house counsel from all over Canada to connect, exchange ideas

{ Profile } and keep up to date on the specific issues and challenges that many of us are having to deal with”—and perhaps rethink how they are currently being handled.

Indeed, she sees the future-forward theme fitting. It is a time to “think differently, question your approaches and consider reinventing yourself.” She explains that while it may seem easy to just continue

moving forward, change is generally necessary and valuable (even when it is hard).

Her secret? Genuine curiosity: “Seeing how others are doing things differently is exciting and can teach you a lot.”

Being co-chair—at the centre of this wealth of thought and information—is like icing on the cake.

Frédéric Pérodeau, CIC.C

“Always assume good intent.”

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his is advice that Frédéric Pérodeau first heard from Marc-André Blanchard, Canada’s Ambassador and Permanent Representative to the United Nations, when they were both practising at McCarthy Tétrault, and it has served him well ever since. This positive outlook has led him down a path of growth and opportunity, making him a better person, lawyer and leader in the process.

Indeed, Frédéric is well known within his organization, the Autorité des marchés financiers (AMF), for his leadership, strategic vision and considerable communication skills. He joined the AMF, the body mandated by the Government of Quebec to regulate the province's financial markets and provide assistance to consumers of financial products and services, in 2012 as Director of Litigation, moving to Senior Director of Investigations before becoming Superintendent of Client Services and Distribution Oversight in January 2018.

In cooperation with over 150 employees, he oversees regulatory development, ad-

ministers the rules governing eligibility for and pursuit of distribution activities, ensures issuance of certificates to individuals and the registration of firms, and supervises assistance services to consumers of financial products and services.

Outside of work, he remains highly involved in the legal community, contributing his knowledge and insight to the Canadian Securities Administrators, the Barreau du Québec (Quebec Bar), the Canadian Bar Association and the CCCA (including as Chair in 2015-16), to name only a few.

“I joined the CCCA in 2010, when I moved from private practice to in-house,” Frédéric explains. “I was attracted by all the resources available, the relevant and valuable professional development, and the network of in-house counsel from all over Canada. [Through my involvement,] I have had the opportunity to form lasting relationships with in-house counsel everywhere.”

Another highlight was the CCCA Mentoring Program, in which he participated

“ think differently, question your approaches and consider reinventing yourself.”

as a mentor but “certainly learned as much from [his mentee].” He was also part of the first cohort of the Business Leadership Program for In-House Counsel, which he sees as “a real turning point” in his career. Here he met Gordon Currie, Executive Vice President and Chief Legal Officer at George Weston Ltd, whose advice he took to heart: “The skills that brought you to where you are right now are not the ones that will allow you to reach the next level.”

Given all the benefits he has enjoyed, he says, “It is a real honour and privilege to be Co-Chair of the CCCA National Conference, especially as the Conference is happening here at home [in Montreal] for the first time since 2012.”

“The theme is quite timely,” he continues, “given that in-house counsel are facing increasingly more diverse and complex legal and operational challenges. Our very role—and what senior management expect of us—is evolving. We must be legal counsel, business advisors, strategic partners, reputation keepers, moral compasses and even therapists all at once. Our knowledge and understanding must extend beyond legal, encompassing all areas of the organization.”

To help accomplish this daunting task, Frédéric emphasizes once again the CCCA and its Conference. “It is an event that brings together in-house counsel from coast to coast, providing us with numerous opportunities to share best practices and build our networks.” He is looking forward to the collaboration and friendships that will lead him into the next century—and beyond. ❚ Lynne Yryku is the Executive Editor of CCCA Magazine.

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{ PORTRAIT }

ensemble Pr épar er l’ave ni r

Par Lynne Yryku

Un réseau professionnel florissant, favorisant l’entraide : voilà l’un des avantages qui ont d’abord attiré Christine Desaulniers et Frédéric Pérodeau à l’ACCJE – et ils n’ont pas été déçus. Tous deux ont tissé des liens durables avec des juristes d’entreprises de partout au Canada, et tous deux sont en quête de moyens d’élargir ce rayonnement et d’améliorer leurs connaissances et leurs compétences tout en aidant les autres à s’épanouir.

Ils coprésideront la Conférence nationale 2020, Regard vers l’avenir : les juristes d’entreprise en 2020 et au-delà, qui se tiendra du 26 au 28 avril dans leur ville natale de Montréal, où ils espèrent donner autant qu’ils ont reçu.

Christine Desaulniers

« C’est intéressant de voir ce que les autres font, comment ils le font et apprendre d’eux », explique Christine Desaulniers.

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ette curiosité et cette réceptivité l’ont menée là où elle est aujourd’hui : chef de la direction des affaires juridiques et secrétaire de la société TC Transcontinental, l’une des plus grandes entreprises d’emballage en Amérique du Nord et la plus grande imprimerie au Canada.

Christine s’est jointe à TC Transcontinental en novembre 2005, après avoir passé une vingtaine d’années chez Stikeman Elliott, où elle a notamment dirigé le groupe des fusions et acquisitions de Montréal. Chez TC Trans-

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continental, elle est responsable des aspects juridiques touchant la Société et ses filiales, notamment en ce qui a trait aux acquisitions, financements, réorganisations, partenariats, contrats commerciaux, litiges et la propriété intellectuelle. Ces quinze dernières années, elle a dirigé avec succès plusieurs acquisitions importantes pour la société et a joué un rôle clé dans de nombreuses négociations de vente et de financement par actions et par emprunt.

Cependant, il n’y a pas que son excellence professionnelle qui fait d’elle un modèle inspi-

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rant : elle s’implique aussi dans des collectes de fonds pour des organismes de bienfaisance, avide de nouvelles connaissances et de nouvelles façons de faire, et toujours prête à donner un coup de main.

C’est pour ces mêmes raisons que Christine a rejoint l’ACCJE : « Je voulais rencontrer des gens qui faisaient la même chose que moi et qui étaient confrontés à des enjeux similaires, et développer un réseau de contacts [...]

On peut discuter avec les membres de notre réseau, on peut apprendre d’eux, avec eux et de ce qu’ils vivent. » Au travail, chaque jour est différent – et « ne se déroule généralement pas de la façon que j’avais prévue! » Il y a toujours des problèmes inattendus, des urgences, etc. « Il faut réagir rapidement et poursuivre », dit-elle, d’où l’importance d’avoir un arsenal de personnes et d’idées sur lesquelles s’appuyer.

Son succès vient aussi du fait qu’au fil des ans, elle a mis en pratique les bons conseils de ses amis et collègues : « Être rigoureux, se pousser hors de ses limites, essayer avant de demander de l’aide, lever la main, travailler fort, en équipe et avoir confiance en soi. » Christine a hâte à la Conférence nationale de l’ACCJE pour repousser ses limites, s’exposer à des perspectives et pratiques différentes, rencontrer des gens extérieurs à ses cercles habituels. Elle voit cela comme un

{ PORTRAIT } moyen pour « rencontrer des avocats de partout au Canada, échanger, entretenir son réseau et se mettre à jour sur certains enjeux et défis auxquels plusieurs font face » – et peutêtre repenser la façon dont ils sont abordés.

En effet, le thème de l’avenir l’interpelle : c’est le moment « de se repenser, de se remettre en question, de penser à se réinventer ». Même

s’il est tentant de se laisser porter par le courant, il est généralement nécessaire et bénéfique de changer (même si c’est difficile). Son secret?

Une réelle curiosité : « On apprend beaucoup par ce que les autres font différemment. » Être coprésidente – au cœur de cette abondance de réflexions et de connaissances – c’est la cerise sur le gâteau.

Frédéric Pérodeau, JEA.C

« Présume toujours de la bonne foi des gens. »

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e conseil fort utile, Frédéric Pérodeau l’a entendu pour la première fois de Marc-André Blanchard, ambassadeur et représentant permanent du Canada à l’ONU, alors qu’ils étaient tous deux associés chez McCarthy Tétrault. Cette attitude positive l’a mené sur la voie de la croissance et des possibilités, faisant de lui une meilleure personne, un meilleur avocat et un meilleur leader.

Bien connu pour son leadership, sa vision stratégique et ses grandes aptitudes communicationnelles, Frédéric s’est joint en 2012 à l’Autorité des marchés financiers (AMF), l’organisme mandaté par le gouvernement du Québec afin d'encadrer les marchés financiers, d’abord comme directeur du contentieux, puis en tant que directeur principal des enquêtes, poste qu’il a occupé jusqu’à sa nomination à titre de surintendant de l’assistance aux clientèles et de l’encadrement de la distribution en janvier 2018. Avec la collaboration de plus de 150 employés, il est notamment responsable du développement

réglementaire, des règles d'admissibilité et d'exercice des activités de distribution, de la délivrance des certificats aux personnes et de l'inscription des entreprises ainsi que des services d'assistance aux consommateurs de produits et services financiers.

Même en dehors du travail, il s’implique dans le milieu, apportant ses connaissances notamment aux Autorités canadiennes en valeurs mobilières, au Barreau du Québec, à l’Association du Barreau canadien et à l’ACCJE (dont il a été président en 2015-16). « Je suis devenu membre de l’ACCJE en 2010 quand je suis passé du privé à l’entreprise, explique Frédéric. Je voulais profiter des ressources disponibles, avoir accès à de la formation de pointe et pouvoir profiter d’un réseau de collègues. J’ai eu la chance de tisser des liens durables avec des conseillers juridiques partout au Canada. » Il a participé au Programme de mentorat de l’ACCJE, mais « j’ai certainement appris autant que lui » (son mentoré). Il a également été de la

«d e se repenser, de se remettre en question, de penser à se réinventer ».

première cohorte du Programme de leadership en entreprise pour les juristes d'entreprises, considéré comme « un moment décisif » de sa carrière. C’est là qu’il a rencontré Gordon Currie, vice-président principal et chef du contentieux chez George Weston Limited, dont il a suivi le conseil : « Les aptitudes qui vous ont amené à ce niveau-ci ne sont pas celles qui vous amèneront au prochain niveau. ».

Après avoir tant reçu, Frédéric considère que « c’est vraiment un honneur d’être coprésident de la conférence de cette association que j’ai présidée, d’autant plus qu’elle se tient à Montréal pour la première fois depuis 2012. » « Le thème est à propos, poursuit-il, car les juristes d’entreprise font face à des défis juridiques et opérationnels de plus en plus costauds et variés. Le rôle même du juriste d’entreprise évolue, tout comme les attentes de la haute direction. Le juriste d’entreprise est à la fois conseiller juridique, conseiller d’affaires, partenaire stratégique, gardien de la réputation de son organisation, boussole morale et parfois même… thérapeute. Sa connaissance et sa compréhension des enjeux doivent être holistiques et aller au-delà du plan juridique.

Il faut impérativement s’intéresser aux autres aspects de l’organisation. » Pour relever ce défi considérable, Frédéric insiste sur l’ACCJE et sa conférence, « un événement fédérateur pour les conseillers juridiques de partout au Canada soucieux d’échanger sur les meilleures pratiques et de développer leur réseau. » Il attend avec impatience la collaboration et les amitiés qui le guideront dans le prochain siècle – et au-delà. ❚

Lynne Yryku est rédactrice en chef du Magazine de

l’ACCJE.

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Virtual Realities Professional Ghosting: and

Technology and Tools for Managing Relationships

By Barbara De Dios

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s an uninformed millennial, I only recently learned what “ghosting” means. A term that has gained popularity in recent years, ghosting refers to a person’s withdrawal from a relationship for no apparent reason, with very little to no communication. A vanishing act of sorts, where that person may re-emerge from time to time on a whim, often through more impersonal avenues like text or email.

Technology has certainly provided us with the means to build solid relationships with our in-house teams and key stakeholders, but it can also very easily be used as a buffer if a colleague or subordinate chooses. Days without a phone call, a response to an email or dead air on a project management interface are common where relationships are contained to emails, data rooms or other technological tools—a professional ghosting of sorts.

While relationships with our teams are supported by the multitude of databases and programs available to us, interface alone potentially invites avoidance and disconnection, making it difficult to develop team cohesiveness. We fall short when we consider technology as our reality, instead of simply an operational tool.

Although technology has given us many resources to build functioning teams, organizational processes and efficiencies, it is simply one category of tools among many when considering strategies for team management and team building (even for those relationships where face time isn’t possible).

Those very same technological mediums that enable ghosting may be used to build stakeholder relations when combined with a relationship strategy that moves beyond systems and interfaces.

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As in-house counsel, we have the responsibility of assessing the legal risks in our organizations’ operations and day-to-day circumstances.

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Starting the Conversation

Maximizing Face Time

I recently made the mistake of looking at past emails I had written to our in-house team as junior counsel. Fresh out of my bar ceremony robes, I responded to questions about legal risk with all the seriousness of a pressing constitutional question. Long (embarrassingly long) emails explaining case law and its practical application to simple operational questions could have been brief, practical messages—or, better yet, a practical answer delivered verbally through a simple conversation.

As in-house counsel, we have the responsibility of assessing the legal risks in our organizations’ operations and day-to-day circumstances. Some of our value therefore comes from our stakeholder relationships and our perceived reliability on which their professional trust is built; and the helpful, pragmatic nature of our answers to operational questions. We cannot be seen as ghosts or robots.

While technology can be used to achieve both objectives, it isn’t the only tool that allows you to do so. In fact, the value of combining technology with old-fashioned conversation meets both objectives better. For instance, verbal conversations can be followed up with an email or a group interface message. By using multiple tools of response, you demonstrate that you are ever present for your business units, enhancing your perceived reliability and trust.

Professional ghosting for in-house counsel often happens (inadvertently or otherwise) when we get wrapped up in legal research, need time to respond or feel too busy to provide even a simple follow-up email, leading to miscommunication or misinterpretation.

Combining technology with the tools of relational conversation accomplishes three goals: (1) it builds strong relationships with our stakeholders; (2) it prompts a two-way conversation, allowing for follow-up questions and answers without the frustrations of going back and forth through email or instant messaging; and (3) it avoids the perception of professional ghosting. In short, it strengthens connections and collaborations within the organization.

Sending an email used to be my preferred method of communication. I relied on it so heavily that it became like a security blanket—a quick, convenient method to get my message across.

Indeed, when caught up in the day-to-day bustle of work, the convenience of technology can overshadow the importance of cultivated relationships built on conversation, face time and comfortable rapport.

Particularly for organizations working in national and international markets, it becomes increasingly difficult for team members to meet in person. Face time with local stakeholders can be hard enough to secure; adding geographical distance only increases the difficulty. Instant messaging and emails become increasingly tempting tools to avoid this inconvenience.

However, in this context, professional ghosting can flourish with the increased opportunities for dead air. So how do we approach cohesion when geography is our hurdle?

Use technology to build a face-to-face relationship. Zoom, for example, is an interface I use for video conferencing with team members in various offices or geographical locations. Actual or virtual face time encourages accountability and can be very helpful to build team rapport and create cross functional visibility.

Video conference calls may also be preferable to audio calls, as the latter has the potential for situational ghosting, for example, when participants surf the internet or multitask online during calls because no one is watching. Face time encourages the intention of being present during professional conversations.

Managing Virtual Relationships With the rise of flex hours, remote working, and cross-Canadian and international operational teams, despite your best intentions and efforts, it can be challenging to effectively manage team reporting, accountability and cohesiveness.

Checking in on group management systems, such as Slack, are certainly efficient and valuable in circumstances where your schedule is limited. Shared databases are also useful for sharing ideas, up-

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{ feature } loading files, communicating updates and requesting action items.

However, relying solely on technological mediums to manage creates one-dimensional relationships, with minimal opportunity to discover your team’s real strengths and weaknesses.

In-person updates, virtual face time, one-on-ones and conversations build rapport, reinforce accountability and create cohesion to your managing relationships. They add the right balance of human touch and tech.

The knowledge created through conversation and face time also allows you to discover team dynamics and clashes that are not apparent in written updates. Such human connection should not be lost as we implement smarter technologies.

We all know falling victim to professional ghosting is not pleasant. It leads to doubts about the reliability, effectiveness

and overall cohesion of our relationships. Particularly in the context of relationship building and management, we fall short when we don’t consider fostering dimension to our connections with our teams and key stakeholders.

While technology constantly evolves to support operational efficiencies, consider evolving and developing stakeholder relationships based on rapport and relational comfort concurrently, using multiple methods of communication. We can’t avoid the continued accessibility of ghosting, but we can limit it by combining technology with human interaction. ❚ Barbara De Dios is Corporate Counsel at Canadian Dental Services Corporation, a dental services organization acquiring businesses in the dental industry across the country. Reach her at bdedios@cdscorp.ca.

Réalité virtuelle spectrification professionnelle : et

Technologies et outils de gestion des relations

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illéniale mal informée, je n’ai appris que récemment ce qu’est la « spectrification » (« ghosting » en anglais). Ce terme, qui a gagné en popularité ces dernières années, désigne le retrait d’une relation et la rupture du contact, sans raison apparente. On se volatilise, en quelque sorte, pour se manifester à l’occasion, sans crier gare, souvent par un moyen impersonnel comme le texto ou le courriel.

La technologie même qui nous permet d’établir des relations solides avec nos juristes d’entreprise et nos parties prenantes peut aussi agir comme tampon. Quand la relation n’existe que dans des courriels, des salles de données ou d’autres outils, plusieurs jours s’écoulent parfois sans le moindre appel, sans réponse à un courriel, sans accès à l’interface de gestion – une spectrification professionnelle, quoi.

Bien que les relations avec l’équipe soient facilitées par une multitude de logiciels et de bases de données, ces interfaces permettent l’évitement et la déconnexion, ce qui rend ardu l’établissement d’une bonne cohésion. Il devient donc improductif de considérer la technologie comme un incontournable par opposition à un simple outil opérationnel.

La technologie nous a donné de nombreuses ressources pour bâtir des équipes fonctionnelles, créer des processus organisationnels et gagner en efficience. Toutefois, ce n’est qu’une catégorie d’outils parmi

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Par Barbara De Dios, avocate conseil, Canadian Dental Services

d’autres, dont les stratégies de gestion et de renforcement d’équipe (même lorsque les rencontres en vrai sont impossibles).

Lorsqu’on les combine à une stratégie relationnelle qui va au-delà des systèmes et des interfaces, les moyens technologiques qui permettent la spectrification peuvent être utilisés pour bâtir des relations avec les parties prenantes.

Entamer la conversation J’ai récemment fait l’erreur de relire des courriels envoyés à des collègues à mes débuts comme juriste d’entreprise. À peine sortie de ma robe de cérémonie d’admission au barreau, j’ai répondu à des questions sur le risque juridique avec tout le sérieux d’une question constitutionnelle grave. Ces longs courriels expliquant la jurisprudence et son application pratique à des questions opérationnelles simples auraient pourtant pu être plus concis – ou, mieux, une simple conversation aurait suffi.

En tant que juristes d’entreprise, nous avons la responsabilité d’évaluer les risques juridiques liés aux activités quotidiennes de l’organisation. Notre valeur provient donc notamment de nos relations

{ article de fond } avec les parties prenantes, de la fiabilité perçue sur laquelle repose leur confiance professionnelle, ainsi que de l’utilité et du pragmatisme de nos réponses aux questions opérationnelles. Nous ne pouvons pas nous permettre d’être vus comme des spectres ou des robots.

La technologie puisse être utilisée pour atteindre nos objectifs, mais ce n’est pas le seul outil. En fait, les meilleurs résultats s’obtiennent en combinant la technologie et la bonne vieille conversation. Par exemple, une conversation peut être suivie d’un courriel ou d’un message sur l’interface de groupe. En combinant les outils, vous démontrerez que vous êtes toujours présent pour vos unités opérationnelles et vous serez davantage perçu comme étant fiable et digne de confiance.

Il arrive souvent que les juristes d’entreprise se spectrifient (volontairement ou pas) lorsqu’ils sont surchargés de recherches juridiques et manquent de temps pour écrire même un simple courriel de suivi, ce qui peut créer un malentendu ou être mal interprété.

Combiner la technologie et les outils de conversation permet 1) d’établir des relations solides avec les parties prenantes; 2) de favoriser une conversation bidirectionnelle, permettant des questionsréponses sans la frustration de passer par le courriel ou le texto; et 3) d’éviter l’impression de spectrification professionnelle. Bref, cela renforce les liens et les collaborations au sein de l’organisation.

Maximiser les contacts directs Le courriel était ma méthode préférée. Je m’y suis tellement fiée que c’est devenu comme un filet de sécurité, un moyen rapide et pratique de faire passer mon message. En effet, dans l’agitation quotidienne, la commodité de la technologie peut éclipser l’importance de cultiver des relations face à face pour établir des rapports harmonieux.

Au sein des organisations d’envergure nationale et internationale, il devient de plus en plus difficile de réunir une équipe physiquement.

S’entretenir face à face avec les parties prenantes locales est déjà compliqué et la distance géographique ne fait qu’ajouter à cette difficulté.

Les textos et courriels deviennent alors de plus en plus tentants.

Dans un tel contexte, la spectrification professionnelle peut s’épanouir et les silences radio se multiplient. Alors, comment favoriser la cohésion quand l’obstacle est géographique?

La technologie peut être utilisée pour établir une relation face à face.

Zoom, par exemple, est une interface de visioconférence que j’utilise avec mes collègues géographiquement éloignés. Le face-à-face, réel ou virtuel, favorise la responsabilisation et peut s’avérer très utile pour renforcer la relation d’équipe et créer une visibilité interfonctionnelle.

La visioconférence est aussi préférable à la téléconférence, ce dernier permettant à n’importe quel participant de se spectrifier en cachette et de naviguer sur Internet ou de faire d’autres tâches, tandis que le faceà-face force à être présent pendant les conversations professionnelles.

Lorsque le temps manque, un système de gestion de groupes tel que Slack est un allié efficace et précieux. Les bases de données partagées sont également utiles pour échanger des idées, télécharger des fichiers, transmettre des mises à jour et demander des interventions. Toutefois, se limiter aux moyens technologiques favorise une unidimensionnalité des rapports qui offre bien peu d’occasions de découvrir les forces et les faiblesses réelles de l’équipe.

Les face-à-face en personne ou virtuels, les entretiens et les conversations permettent de consolider les relations, de responsabiliser davantage et d’améliorer la cohésion. Ils permettent de créer un équilibre entre le contact humain et la technologie.

Les observations qui se font dans un face-à-face ou une conversation permettent également de découvrir des dynamiques et des tensions d’équipe qui ne sont pas apparentes dans l’écrit. Il importe donc de ne pas perdre ce lien humain sous prétexte que des technologies intelligentes sont utilisées. Être victime de spectrification professionnelle n’est pas agréable.

Cela incite à douter de la fiabilité, de l’efficacité et de la cohésion globale de nos relations. Dans le contexte de l’établissement et de la gestion des relations en particulier, il est tout à fait improductif de négliger le contact humain avec l’équipe et les principales parties prenantes.

Bien que la technologie évolue constamment pour soutenir l’efficacité opérationnelle, songez à développer le rapport et la relation simultanément, en faisant appel à diverses méthodes de communication. La sirène de la spectrification chantera toujours, mais vous pourrez la faire taire en combinant la technologie et l’interaction humaine. ❚

Gérer les relations virtuelles Parce que les horaires flexibles, le travail à distance et les équipes opérationnelles pancanadiennes et internationales gagnent en popularité, il peut s’avérer difficile, malgré toute votre bonne volonté, de gérer efficacement les rapports, la responsabilisation et la cohésion de l’équipe.

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By Kyla Sandwith

and Read This First

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n recent years, “innovation” has become the legal industry buzzword that everyone is talking about.

However, the true purpose and mechanics of innovation have largely been lost in myth and mystique.

Instead of a means to enhance in-house counsel’s delivery of legal service, innovation has become an end in and of itself. We develop conferences around the idea, write articles about it, and use our talents to define and refine our understanding of what is (and is not) legal innovation. To complicate matters further, we regularly equate innovation with technology, and see technology as a one-sizefits-all solution and the answer to all legal operations questions. We also assume that true innovation requires us and our organizations to take an “all in” approach to digital transformation.

Given this environment, it’s not surprising that what I hear most from in-house counsel is a certain degree of fatigue and disillusionment with the topic itself. While they are certainly inspired to pursue opportunities that will streamline their work and provide better outcomes for their client, that inspiration often dissipates in the face of what I call “resource barriers.” Resource barriers are the time, money, buy-in and knowledge needed to successfully pursue greater efficiencies and effectiveness. Without overcoming them, no matter the will or passion for innovation, your project is over before it begins.

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Setting the Stage

Creating Buy-In

Before we address the resource barriers, we must look at the problematic approach we have taken to legal innovation and technology. First, let’s adjust our definition of innovation so we can alleviate the pressure of this “innovate or die” environment.

Innovation is simply a new idea or way of doing something that better meets stakeholder needs. This shifts the focus from the idea or innovation itself to what is truly important: those impacted by the innovation.

Second, let’s separate technology from innovation, at least at the outset. While it’s true that technology often becomes part of many solutions, it should not be where we start. By prejudging that the solution lies in resolving operational issues, we unnecessarily limit alternative solutions that may be more viable and cost effective. In my experience, starting with technology also increases the risk of implementing a solution that does not fit the organization or the problem itself. This becomes costly and time consuming for the organization.

Buy-in is one of the most critical resources in-house counsel require to effect any kind of organizational change. As such, every project should begin with identifying key stakeholders and creating buy-in—and I use the word “create” purposefully.

In-house counsel have a unique perspective within the organization and often see inefficiencies, risk and ineffectiveness that others may not. As such, creating buy-in often means educating key stakeholders not only about the issue but also about the cost. Once those stakeholders understand the issue and its impact, the result is often a demand pull from stakeholders for a solution.

Creating buy-in might look like working with internal paralegals to determine how much time is spent on redundant work and how that impacts their personal efficiency, stress or engagement levels. Or it may involve working with key operations personnel to determine the impact of delays in contract review on their productivity and efficiency. The key is to identify as many stakeholders impacted by the process as possible and create a demand pull from all levels of the organization.

Creating this buy-in early has significant benefit, as it initiates the change management process quickly. With legal groups in particular, my experience is that if you have people demanding change at the outset, you’ve begun the process of developing the project champions necessary to improve the odds of project success.

Identifying the Issue Most in-house counsel have a good idea of where their group or organization needs help. As such, I won’t spend time a great deal of time addressing how to identify and assess opportunities for innovation other than to say the assessment should begin with a consideration of the following factors: alignment with corporate strategy, risk level, and estimated financial impact and organizational impact.

In addition, if you are new to the innovation game, it’s important to choose a project that is manageable and offers relatively quick wins. This will allow you to build your own skills and earn trust within your organization—creating a good platform from which to launch your next project.

Securing Resources Creating buy-in is the prerequisite to securing the money, time and other resources necessary to pursue innovative solutions to the issues identified. Because in-house legal departments are seen as overhead, securing funding for innovative projects is difficult even in the most forward-thinking organizations. Leveraging opera-

counsel have a unique “ In-house perspective within the organization

and often see inefficiencies, risk and ineffectiveness that others may not.

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{ feature } tional buy-in or being able to identify the potential time or money saved through innovation reframes the legal group as a crucial component to corporate operations and fiscal responsibility.

As part of the buy-in process, it is critical to quantify the impact of the issue identified. In many cases there will be intangible impacts such as risk, reputation, stress and frustration, all of which are important to capture, along with the financial impact.

Assessing the financial impact often requires a best estimate based on assumptions. For example, to ascertain the organizational cost of redundant data entry, you would determine the number of hours it takes on an annual basis to enter the data multiplied by the hourly salary, including benefits and bonuses, of the individual(s) entering the data. While this may not seem particularly accurate, as long as your base assumptions are sound, it is an effective way of putting a number on operational inefficiencies.

Both the intangible and financial impacts will begin to frame the discussion around resources: is the impact something the organization must address? How much money does the project warrant? What, if any, other internal resources will we commit to the project (employee time, expertise, IT resources, etc.)?

What, if any, external resources will we secure for the project (consultants, subject matter experts, etc.)?

With this solid foundation of resources, your project is set up for success. But where’s the technology?

Selecting Technology In the work I do driving operational efficiencies, discussions around technology come after we have done a deep dive to uncover the root cause(s) of the problem and identify what success looks like from the stakeholders’ perspective. The rationale is that technology is a tool designed to support a process and produce a desired outcome. If you choose a technology to support a broken process and/or ill-defined outcomes, you are potentially exacerbating the operational issues you are seeking to solve.

Outlining the ideal process and outcomes allows us to better answer questions like “What is the best eDiscovery software? Should we use AI or blockchain? How do we automate to support our organizational needs?” The italicized portion at the end of the question is the part that really matters. I often see a deep dive into the bells and whistles of a given technology and hear salespeople extolling the virtues of what it can do with little consideration of what the technology specifically needs to do for the organization.

By turning the conventional approach on its head and starting with the process, we increase the odds of finding the right solution and the right technology that meet stakeholder and organizational needs. Ultimately, this approach exponentially increases the odds of successfully implementing your project and seeing sustained results for years to come. ❚ Kyla Sandwith is a lawyer and legal operations consultant with De Nova Inc., with experience in corporate counsel and private practice settings. For questions on starting your next innovation project feel free to contact her at ksandwith@denovoinc.ca.

Arrêtez d’innover Par Kyla Sandwith, avocate et consultante en opérations juridiques, De Nova inc.

D

et lisez d’abord ceci

epuis quelques années, le mot « innovation » est sur toutes les lèvres dans le domaine juridique. Cependant, la pensée magique a largement pris le pas sur la finalité et les mécanismes véritables de l’innovation.

Non plus un moyen d’améliorer la prestation des services des juristes d’entreprise, l’innovation est devenue une fin en soi. Autour d’une idée s’organisent des conférences et se rédigent des articles, nos talents étant mis à contribution pour définir notre compréhension de ce qu’est (ou n’est pas) l’innovation juridique. Pour compliquer encore les choses, l’innovation est souvent assimilée à la technologie, considérée comme une panacée, la réponse à tous les problèmes opérationnels juridiques. On présume également qu’une véritable innovation passe inéluctablement par une transformation numérique.

Dans ce contexte, je ne m’étonne plus d’entendre des juristes d’entreprise exprimer leur lassitude et leur désillusionnement par

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rapport à l’innovation en soi. Bien qu’ils soient prêts à adopter tout ce qui leur permettra de rationaliser leur travail et d’obtenir de meilleurs résultats pour leurs clients, leur bonne volonté s’évanouit face à ce que j’appelle les « obstacles liés aux ressources » que sont le temps, l’argent, l’adhésion et les connaissances nécessaires pour faire des gains d’efficacité et d’efficience. Si ces obstacles ne sont pas surmontés, l’innovation aura beau vous passionner, votre projet prendra fin avant même d’avoir commencé.

Préparer le terrain Avant de s’attaquer aux obstacles liés aux ressources, examinons l’approche problématique qui a été adoptée en matière d’innovation juridique et de technologie. Pour commencer, il faut redonner au mot « innovation » un sens moins angoissant en l’amputant du dilemme « innover ou mourir ». L’innovation est simplement une idée ou une nouvelle

{ article de fond } façon de faire qui répond mieux aux besoins des parties prenantes. On détournera ainsi l’attention de l’innovation en tant que telle pour braquer les projecteurs sur l’important : les parties concernées par l’innovation.

Ensuite, séparons la technologie de l’innovation, du moins au début.

La technologie fait souvent partie de nombreuses solutions, mais ce n’est pas le point de départ. Si on part du principe que la solution réside dans la résolution des problèmes opérationnels, on se ferme inutilement à des solutions de rechange qui pourraient être plus viables et rentables.

D’après mon expérience, commencer par la technologie augmente le risque d’implémenter une solution qui n’est pas adaptée à l’organisation ni même au problème, ce qui coûte cher en temps et en argent.

Cerner le problème La plupart des juristes d’entreprise ont une bonne idée du type d’aide dont leur organisation a besoin. Je ne vais donc pas m’étendre sur la façon de cerner et d’évaluer les possibilités d’innovation, sauf pour dire que l’évaluation commence par la prise en compte des facteurs suivants : la compatibilité avec la stratégie de l’entreprise, le niveau de risque, les répercussions financières estimées et les répercussions organisationnelles.

Par ailleurs, si vous êtes novice dans le domaine de l’innovation, il est important de choisir un projet gérable qui procure des gains relativement rapides. Vous pourrez ainsi développer vos compétences, gagner la confiance au sein de votre organisation et bâtir une bonne plateforme à partir de laquelle lancer votre prochain projet.

Susciter l’adhésion L’adhésion est l’une des ressources les plus importantes dont le juriste d’entreprise a besoin pour effectuer un changement organisationnel. Pour chaque projet, on devrait commencer par identifier les parties prenantes clés et susciter leur adhésion – et j’utilise le mot « susciter » à dessein.

Ayant un point de vue unique au sein de l’organisation, le juriste d’entreprise constate souvent des inefficacités, des risques et des inefficiences que les autres ne voient pas. Par conséquent, susciter l’adhésion revient souvent à éduquer les parties prenantes clés non seulement sur le problème, mais aussi sur ses coûts. Souvent, une fois que le problème et ses répercussions sont compris, les parties prenantes réclament une solution.

Pour susciter l’adhésion, on pourrait, par exemple, collaborer avec les parajuristes internes pour déterminer combien de temps ils consacrent au travail redondant et évaluer l’incidence sur leur niveau d’efficacité, de stress ou d’implication. Ou encore, on pourrait travailler avec les employés clés des opérations pour évaluer l’incidence des retards d’examen des contrats sur leur niveau de productivité et d’efficacité. La clé est d’identifier le plus grand nombre possible de parties prenantes touchées par le processus et de créer une demande à tous les niveaux de l’organisation.

Le fait de susciter cette adhésion aux tout débuts présente des avantages importants et permet d’amorcer rapidement le processus de gestion du changement. D’après mon expérience, en ce qui concerne les groupes juridiques en particulier, lorsqu’un changement est réclamé dès le départ, on peut déjà compter sur une équipe de défenseurs et les chances de succès du projet sont multipliées.

Obtenir des ressources L’adhésion est la condition préalable pour obtenir l’argent, le temps et les autres ressources nécessaires à la recherche de solutions novatrices aux problèmes cernés. Les services juridiques d’entreprise étant déjà considérés comme des frais généraux, le financement de projets novateurs est difficile à obtenir, même dans les organisations les plus avant-gardistes. Lorsqu’il obtient une adhésion opérationnelle ou qu’il réussit à démontrer tout le temps et l’argent que l’innovation permettrait d’économiser, le service juridique devient un acteur crucial des opérations et de la responsabilité financière de l’entreprise.

Dans le cadre du processus d’adhésion, il est essentiel de quantifier les impacts du problème identifié. Ils seront souvent intangibles (risque, réputation, stress, frustration), mais également financiers.

L’impact financier s’évalue en faisant l’estimation la plus juste sur la base d’hypothèses. Par exemple, pour déterminer le coût d’une saisie de données redondante, il faut multiplier le nombre d’heures de saisie par année par le salaire horaire des personnes concernées, incluant les avantages sociaux et les primes. Même si le résultat n’est pas tout à fait exact, dès lors que les hypothèses de base sont solides, c’est un moyen efficace de chiffrer les inefficiences opérationnelles.

Les impacts intangibles et financiers servent de cadre pour déterminer les ressources nécessaires. Par exemple, l’organisation doit-elle se préoccuper de ces impacts? Combien d’argent le projet justifie-t-il d’investir? Quelles ressources internes (temps des employés, expertise, ressources en TI, etc.) et externes (consultants, experts en la matière, etc.) faut-il mobiliser?

Avec une solide base de ressources, le projet est sur la voie du succès. Mais où se situe la technologie?

Choisir la technologie Dans les mandats d’amélioration de l’efficacité opérationnelle qu’on me confie, la question de savoir quelle technologie choisir se tranche au terme d’une analyse en profondeur qui permet de déterminer les causes du problème et d’identifier la solution idéale du point de vue des parties prenantes. En effet, la technologie est un outil qui vient appuyer le processus pour produire le résultat souhaité. Inversement, un processus ou des résultats mal définis pourraient exacerber les problèmes opérationnels que l’on cherche à résoudre.

Idéalement, un processus et des résultats bien définis devraient permettre de répondre à des questions telles que : quel est le meilleur logiciel d’administration de la preuve électronique? Vaut-il mieux utiliser l’IA ou la chaîne de blocs? Comment automatiser pour répondre aux besoins de l’organisation? Cette dernière partie en caractères italiques est celle qui importe vraiment. Il m’est arrivé souvent de voir des gens, aveuglés par les gadgets d’une technologie et mystifiés un vendeur exalté, oublier que la technologie doit faire un travail spécifique pour l’organisation.

En inversant l’approche conventionnelle et en commençant par le processus, on augmente les chances de trouver la bonne solution ainsi que la technologie qui répond aux besoins des parties prenantes et de l’organisation. En fin de compte, on augmente de façon exponentielle les chances de réussir le projet et d’obtenir des résultats durables pour les années à venir. ❚

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{ feature }

Spark (Contract) Joy through

I n n ovat i o n

By Ian Sinclair

“We don’t know where the contracts are located. We’ve never tried to locate all of them,'' answered the executive of a major Canadian financial services firm. “We don’t have an objective yet. We just know that it’s information that we might want to view... at some point.”

I had just briefed the executive on a new, AI-driven contract analysis tool. The answers above were to my questions about the storage and organization of the company’s contracts and, more pointedly, what they might be looking to accomplish with this innovative tool.

I embrace innovation in my day-to-day work. I fiddle with our available technology. I habitually customize tracking spreadsheets. I kneel at the altar of internal optimization. My colleagues are either inordinately gracious or they sincerely appreciate my efforts. Internal innovation seems welcome.

However, I have found client-facing innovation is not necessarily so.

Last fall, shortly after joining Ricoh Canada, I evaluated a new, in-development contract analysis software tool called Heretik. My first opportunity to export innovation to our clients began.

My task was three-fold: assess Heretik’s capabilities, provide recommendations and evaluate a partnership. I came to the task somewhat experienced, as I had previously used a popular contract analysis software for M&A due diligence. To test Heretik, I launched a mock lease abstraction exercise. I noted strengths, limitations and improvements in colour-coded tables. I awkwardly recall the importance I placed on the aesthetic appeal of my report. Trust me when I tell you, it was very pleasing to the eye.

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{ feature } Heretik was promising. The software scaffolded off of Relativity, the predominant software platform used in eDiscovery in Canada. This relationship enabled Heretik to use Relativity’s robust analytics and other bells and whistles. Heretik’s team and I converged to explore my list of needed improvements and wishes. Their receptivity was noteworthy. With the adoption of the improvements forthcoming, Ricoh Canada was prepared to partner and expand its service offerings to include contract analysis.

“The software will identify and categorize the clauses in your contracts and make clause comparison easy. Fin­ ancial data and other discrete content can be automatically captured. But no, it cannot automatically summarize clauses.” Unfortunately, no magic beans, I confessed.

M&A due diligence was the low-hanging fruit. A more reliable market, I posited, was the corporate client. Enterprises possess a trove of contracts that, to my knowledge, were only subject to analysis on an ad hoc basis, usually to address a regulatory concern, a judicial ruling, a transaction or another event-based circumstance. Legal departments needed a more efficient way to manage, use, and control the growing tide of information.

Contract analysis software could allow for proactive, exploratory forays into information management. For example, divisional or spatially diffuse organizations, like many in the financial services, could more easily reconcile their enterprise-wide contracting.

The heavy lifting started in advance of Ricoh Canada publicizing the addition to our service mix. I established our internal processes to correspond to the varied work, from intensive due diligence to individual-level scrutiny. Workflows were created for technical oversight, managed review and all levels of engagement in between. Use cases were devised. The business development team, armed with these tools, canvassed prospective clients. Meetings were scheduled. Follow-up meetings too.

And follow-ups to the follow-ups.

“What just happened there?” I asked my colleague after we had approached the elevator bay and were comfortably out of earshot of the insurer’s conference room. The insurer’s senior legal counsel declined to divulge, even in vague terms, the functionality that was sought after or the tasks that had prompted the invitation to have me present.

My wake-up call was ringing. The interest was evident, but the results were middling other than one-off, event-based needs. I discovered that our service offering required expansion, and a deeper understanding of our corporate clients’ needs was warranted. I underestimated the extent of siloing. Enterprisewide storage and systematization was near non-existent, and in-sourcing analysis software was a very recent phenomenon.

Further, my litigation and transactional background was reflected in the use cases that were developed, which did not clearly show what was possible for in-house and corporate work.

We overcame the first barrier more quickly than anticipated.

Heretik was packaged with Active Navigation, a file analysis software that could be employed to identify contracts across an organization.

Overcoming the second barrier—creating forward-thinking use cases distinct from transactional activity—is ongoing. I probe

prospective clients and reconstruct their efforts or attempt to realize their wishful thinking. Unfortunately, I am subject to the chicken or the egg conundrum: the prospective client wants to know the benefits of using the software first, but without intimate knowledge of the organization’s operations, actual use is often necessary to derive the true benefits unique to that enterprise.

“Your contracts have been analyzed and are ready for inspection. A subset will need to be categorized manually by our specialized team, if required. Those contracts were either scanned, and are of poor quality or possessed complex formatting.” I divulged, noting that client-specific challenges are a certainty.

Obstacles arise regularly. For instance, imperfect scanning and complex contract formats remain a limitation of contract analysis software. No solution is forthcoming, or at least no technology-based solution. For now, we continue to rely on human efforts to deal with such challenges.

Still, organizations will overcome these issues with time.

Contract formats will be simplified to accommodate analysis and soon contracts will never leave a digital environment. Until then, designing and implementing an effective internal system, while increasingly necessary, is a challenging proposition. Each company needs to figure out which model meets its specific needs best, now and going forward.

In the meantime, as complications arise, my colleagues and I continue to raise the limitations and address them. For instance, to facilitate eSignatures and the digital exclusivity of contracts, we added an electronic signature software solution, DocuSign, to our suite of services.

Based on my technology-centred background, I always expect challenges to emerge—and moments (weeks) of frustration came and went as I worked through this process of innovation. As I reflect on the past year, a welcome side effect is that I regard innovation less narrowly than I perhaps once did.

Innovation takes a village. Legal departments that succeed in implementing it must cast a wide net and build teams that have legal, project management and technology members working together. They must be open to working with outside partners.

They need to think ahead about their needs and changing technology and keep an open mind to emerging solutions.

Innovation is also a progression, not a one-time act. Our innovation cycle at Ricoh Canada has taken me from internal software and process development to driving change externally, only to come back to the internal table again to apply external learnings. In this regard, service innovation entails an interdependence. The client will often be looking to service providers to define the problem as much as it is searching for the solution.

And the service provider relies on the client to adopt innovative tools and processes as the best means of solution deployment. ❚ Ian Sinclair is Manager, Review Services at Ricoh Canada, a national provider of specialized eDiscovery Services. Holding a B.Sc. and a joint JD/MBA, Ian was called to the Ontario Bar in 2012 and practiced civil litigation for four years before specializing in eDiscovery. Ian is dedicated to leveraging technology and innovative processes for cost-reduction and case development while ensuring defensibility. Ian can be reached at isinclair@ricohediscovery.com.

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{ article de fond }

Créer de la joie par

l’innovation (des contrats)

Par Ian Sinclair, gestionnaire des services d’examen, Service juridique chez Ricoh Canada

« Nous ignorons où se trouvent les contrats et n’avons jamais essayé de tous les localiser », m’a répondu le dirigeant d’une grande société canadienne de services financiers, après m’avoir avoué : « Notre seul objectif, c’est que nous voudrons peut-être l’information ... un jour. » Après mon exposé sur un nouveau logiciel d’analyse des contrats basé sur l’IA, je l’interrogeais sur le stockage et l’organisation des contrats et, surtout, sur les besoins qu’il cherchait à combler avec cet outil innovateur.

L’innovation m’enthousiasme dans mon travail quotidien. Je m’amuse avec la technologie. Je personnalise mes feuilles de calcul.

Je m’agenouille devant l’autel de l’optimisation interne. Mes collègues apprécient mes efforts ... ou sont trop aimables. À l’interne, l’innovation est indulgente. Parfois moins lorsqu’elle est orientée client.

L’automne dernier, peu après mon arrivée chez Ricoh Canada, j’ai évalué Heretik, un logiciel d’analyse de contrats en développement. Ainsi commençait ma première expérience dans l’exportation de l’innovation aux clients.

Ma tâche comportait trois volets : évaluer les capacités d’Heretik, formuler des recommandations et évaluer un partenariat. J’avais une certaine expérience, ayant déjà utilisé un logiciel populaire d’analyse de contrats pour la vérification diligente des F&A. Pour tester Heretik, j’ai lancé un exercice fictif d’abstraction de bail. J’ai noté les forces et limites des tableaux à codage de couleur. Je me souviens avec embarras de l’importance que j’accordais à l’aspect esthétique de mon rapport – bien qu’il fût vraiment agréable aux yeux.

Heretik était prometteur. Il était conçu à partir de Relativity, la fameuse plateforme logicielle pour la preuve électronique au Canada. L’équipe d’Heretik bénéficie d’une analytique robuste et d’autres trucs. J’ai soumis ma liste d’améliorations souhaitées à son fabricant, qui a été très réceptif. Avec ces améliorations, Ricoh Canada était prête à s’associer et à élargir son offre de services pour inclure l’analyse des contrats.

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« Le logiciel pourra identifier les clauses des contrats et faciliter leur comparaison. Les données financières et d’autres contenus pourront être saisis automatiquement.

Mais il ne pourra pas résumer les clauses. » Pas de baguette magique, malheureusement.

La vérification diligente des F&A était une cible facile. La clientèle institutionnelle était, selon moi, un marché plus fiable. Celle qui a beaucoup de contrats qui n’ont fait l’objet que d’une analyse ponctuelle, normalement pour répondre à une préoccupation réglementaire, une décision judiciaire, une transaction ou d’autres circonstances. Les services juridiques ont besoin d’un moyen plus efficace de gérer et d’utiliser la marée montante d’informations.

Un logiciel d’analyse des contrats permet aussi des incursions proactives et plus exploratoires dans des questions de gestion de l’information. Par exemple, les organisations multi-divisions ou étalées, comme dans le secteur des services financiers, pourraient plus facilement harmoniser leurs contrats.

Le gros du travail a commencé avant même que Ricoh Canada n’annonce cet ajout à notre gamme de services. J’ai établi nos processus internes en correspondance avec la diversité de notre travail, de la vérification de diligence jusqu’à l’examen individuel. Des flux de travail ont été créés pour la supervision technique, l’examen géré et tous les niveaux intermédiaires. Des cas d’utilisation ont été conçus. Armée de ces outils, l’équipe de développement commerciale a sondé les clients potentiels.

Des réunions ont été organisées. Puis des suivis. Et d’autres suivis.

« Qu’est-ce qui ne va pas? », ai-je demandé à mon collègue près des ascenseurs, hors de portée de voix du conseiller juridique principal d’un assureur, qui venait de refuser de divulguer, même vaguement, la fonctionnalité recherchée ou les tâches qu’il m’avait pourtant invitée à lui expliquer.

L’heure de la prise de conscience avait sonné. L’intérêt était évident, mais les résultats n’étaient pas au rendez-vous, sauf pour des besoins ponctuels. J’ai compris que notre offre de services avait besoin de

{ article de fond } développement, ainsi que notre connaissance de l’entreprise cliente.

J’avais sous-estimé l’ampleur du siloing. Le stockage et la systématisation à l’échelle de l’organisation étaient presque inexistants, et le logiciel d’analyse interne était un phénomène très récent.

De plus, ma connaissance du litige et du transactionnel résidait dans les cas d’utilisation élaborés. Je n’ai pas réussi à démontrer ce qui était possible au point de vue juridique et corporatif.

Nous avons surmonté ce premier obstacle plus vite que prévu.

Heretik a été livré avec Active Navigation, un logiciel d’analyse de fichiers permettant l’identification des contrats à l’échelle de l’organisation.

Le deuxième obstacle – créer des cas d’utilisation innovante distincts de l’activité transactionnelle – sera bientôt éliminé. Je sonde les clients potentiels et je reconstitue leurs efforts pour réaliser leurs vœux pieux.

Malheureusement, le dilemme de la poule et de l’œuf se pose toujours : le client potentiel veut connaître les avantages du logiciel sans rien dire de ses utilisations réelles, alors qu’il faut impérativement les connaître.

« Vos contrats ont été analysés et sont prêts pour l’inspection. Certains devront être classés manuellement par notre équipe spécialisée, soit parce qu’ils ont été numérisés pour cause de mauvaise qualité, soit parce que leur formatage est complexe. » Certes, chaque client pose des défis particuliers.

Il y a toujours des obstacles. Par exemple, la numérisation pour cause d’imperfection et les formatages complexes demeurent une limite des logiciels d’analyse des contrats. Il n’y a aucune solution informatique à attendre. Du moins, à l’externe.

Avec le temps, ces problèmes seront surmontés. Les formats seront simplifiés et les contrats évolueront dans un environnement numérique. Même si c’est de plus en plus nécessaire, concevoir et mettre en œuvre un système interne efficace reste un défi de taille.

Chaque organisation doit déterminer quel modèle répond le mieux à ses besoins.

Entre-temps, quand des complications surviennent, nous identifions les limites et nous y remédions. Par exemple, pour faciliter la signature et l’exclusivité numériques des contrats, nous avons ajouté DocuSign, un logiciel de signature électronique, à notre gamme de services.

Dans mon passé techno, je m’attends toujours à ce que surgissent des défis – et la frustration qui vient avec. Quand je réfléchis à la dernière année, je constate que j’appréhende désormais l’innovation d’une manière moins étroite. C’est un effet secondaire bienvenu.

Les services juridiques qui réussissent à mettre l’innovation en œuvre constituent une équipe composée de juristes, de gestionnaires de projets et de technologues. Ils réfléchissent d’avance à leurs besoins et à l’évolution de la technologie, en gardant l’esprit ouvert.

L’innovation est un processus et non un acte ponctuel. Notre cycle d’innovation à Ricoh Canada m’a fait passer du développement interne de logiciels et de processus à la provocation d’un changement à l’externe, avec un succès mitigé. Dans le domaine des services, l’innovation implique une interdépendance. Le client cherche souvent le problème autant que la solution. Et le fournisseur de services se fie sur le client pour qu’il adopte de nouvelles mesures ou conçoive les meilleurs moyens de déploiement. ❚

Governance Professionals of Canada (GPC) info@ gpcanada.org | www.gpcanada.org

GOVERNANCE PROFESSIONALS OF CANADA - EDUCATION PROGRAM (GPC-EP)

‘GOVERNANCE IN PRACTICE’ Governance Professionals of Canada - Education Program (GPC-EP) is designed to enhance the existing skills of governance professionals, whether in public, private, not-for-profit or governmental organizations in a governance role such as in: legal, compliance, ethics, stakeholder relations, board and committee support.

Individuals new to these roles, as well as seasoned professionals, will find benefit from the GPC-EP as it will not only provide them with the latest best practices, skills and expertise in governance, but also with the opportunity to further their professional career.

Upon completion, successful program participants will receive the Governance Professionals of Canada Designation: GPC.D. To Register or Learn more, visit - http://www.gpcanada.org/gpc-ep or Contact us at - education@gpcanada.org.

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Learn today.

Lead tomorrow.

Apprendre pour mieux diriger.

Develop your skills, knowledge, and the attributes essential to be regarded as both strategic business partner and trusted legal advisor. Learn from world-class educators and senior General Counsel.

Topics include organizational dynamics, risk management, compliance, business communications and developing as a manager.

Développez vos compétences, connaissances et les qualités nécessaires pour être considéré à la fois comme un conseiller juridique de confiance et comme un partenaire d’affaires stratégique.

Apprenez auprès de formateurs de renommée mondiale et d’un avocat principal. Les thèmes de la dynamique organisationnelle, de la gestion du risque, de la conformité, des communications d’entreprise et du perfectionnement en tant que gestionnaire seront abordés.

Now accepting applications for the following cohort:

Nous acceptons maintenant les candidatures pour la cohorte suivante :

Cohort 8 - Toronto

Cohorte 8 – Toronto

Course 1: May 29-31, 2020

Cours 1 : Du 29 au 31 mai 2020

Course 2: Self-paced (online)

Cours 2 : Selon son propre horaire (en ligne)

Course 3: November 20-22, 2020

Cours 3 : Du 20 au 22 novembre 2020

Course 4: February 26-28, 2021

Cours 4 : Du 26 au 28 février 2021

Information: certification@ccca-cba.org / www.ccca-accje.org

Program Partners/Partenaires :

{ Legal Innovation }

How AI is Reducing the Cost of eDiscovery

By Susan Wortzman

As in-house counsel continue to face cost pressures from within their organizations, external counsel need to help respond to those pressures.

In our discussions with clients about solutions, the conversation inevitably focuses on leveraging technology to reduce costs while improving efficiency.

Clients regularly ask about AI and how to use machine learning to save money. One clear answer is when responding to eDiscovery requests.

E

Discovery is a pain point for in-house counsel, who often hold the perception that it is both disruptive to business and expensive. However, incorporating AI/machine learning tools into the eDiscovery process allows eDiscovery practitioners to deploy technology that significantly reduces the cost and the pain.

Historically, 70-80% of the cost of an eDiscovery exercise related to the lawyer review phase. While there were always costs associated with collecting, processing and loading data into a review platform, the bulk of the expense generally incurred in this phase. As data volumes grew, and we collected terabytes instead of gigabytes, the problem exacerbated. In cases where clients delivered hard drives containing hundreds of gigabytes or terabytes of data, the potential cost for the review became significant.

Machine learning has largely resolved this big data problem.

How It Works Once the data is collected and an early case assessment and analysis is complete, the data is loaded into the review platform and each record is categorized by the system. As lawyers begin the review, their decisions create a model that incorporates algorithms to train the computer as to which records are relevant.

Machine learning uses techniques such as text analytics and pattern recognition to develop its rules. It creates a relevance model that it uses to automatically categorize records, serving up the most relevant records for review first. During the process, the system reevaluates and updates frequently, allowing supplemental records to be added to the review set and ensuring its own ongoing training.

Once the machine no longer offers up likely relevant records, the remaining records are sampled and validated to give the clients and courts certainty that the process is defensible. In lieu of a linear review after keywords were applied, we no longer need to know the keywords, the secret code names for projects or other nuances of a case in advance.

The lawyer time is spent focusing on key documents instead of the mundane emails, which are now automatically excluded from the review. The focus is on the litigation strategy, not the volume of data.

For in-house counsel with large volumes of litigation or huge volumes of data, it is imperative that this technology be adopted. Let’s use as an example a case where 1,000,000 records are loaded into the review platform after the data has been deduplicated, date filtered and email threaded. The client believes only 20,000-30,000 records will be relevant, so the challenge is to identify those 20,000

records without reviewing all 1,000,000 records. Machine learning is the solution.

In recent experience, lawyers are only reviewing 50,000 records out of the 1,000,000 records to find the 20,000 that are relevant; the remaining 950,000 records never need eyes-on review. Imagine the cost reduction and time savings of a review of 50,000 records compared to the time prior to machine learning, when the review budget was for 1,000,000 records.

EDiscovery teams are successfully using machine learning to only review small subsets of massive volumes of data.

Quickly identifying the records that are required for litigation, investigations and regulatory production obligations is key.

While these systems come with a significant investment in technology, the people and the process to deploy the technology is equally critical. A team of eDiscovery practitioners who bring people, process and technology to the table always provides the best solution. ❚ Susan Wortzman is a partner in the Toronto offices of McCarthy Tétrault and leads the firm’s e-Discovery and information management practice. She is also the founder of MT>3, formerly Wortzmans, Canada’s leading law firm specializing in providing advice and services relating to the management of digital information, which was acquired by McCarthy Tétrault in 2017.

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{ CCCA News }

2020 CCCA Award Nominations are Now Open Awarding the very best!

Each year at the National Conference, the CCCA proudly honours excellence among in-house counsel. Do you know an impressive up and comer? A generous community builder? An in-house counsel innovator? There’s still time to nominate them! Nominations close on January 19, 2020.

Community Builder Award The Community Builder Award recognizes pro bono, community or corporate social responsibility efforts by CCCA members.

counsel service. It is awarded to a regular member of the CCCA whose career exemplifies the highest standards of service, conduct and professionalism for corporate counsel.

Innovation Award

Special Contribution Award

The Innovation Award recognizes an individual or group who is doing new things or doing things differently to create value on behalf of or for the benefit of a law department or organization.

The Special Contribution Award recognizes an individual who has made an extraordinary, one-time contribution to further the objectives of the CCCA.

Professional Contribution Award

Up and Comer Award

The Professional Contribution Award recognizes an individual or group (including a CCCA Section, Committee or Task Force) who or which raises the profile of the CCCA in the professional community.

The Up and Comer Award recognizes a CCCA regular member with fewer than 15 years called to the Bar who has had strong participation at any level within the profession and especially within both the CCCA and the organization they serve.

Robert V.A. Jones Award

Visit the Who We Are ➜ About Us ➜ Awards & Recognition page at www.ccca-accje.org for more information. ❚

The Robert V.A. Jones Award recognizes excellence in corporate

One Smart Investment. Endless Possibilities.

There are now over 200 Certified In-House Counsel – Canada (CIC.C) across the country. Your next chance to join their elite ranks and progress in your career begins in May 2020 with the launch of the next cohort of the Business Leadership Program for In-House Counsel. Enrolment is limited.

Why enrol?

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What to expect?

Actively contribute to your organization’s strategic planning and success Understand business financials and the bottom-line impact of executive decisions Enhance your legal advice with intelligent business insights Position yourself as an important member of the leadership team Gain a competitive advantage in your career

This 11-month program consists of three 3-day courses taught by Rotman School of Management faculty, combined with a self-paced online program. Guided by expert professors and executives-in-residence, you will learn about organizational dynamics, employment and HR, executive decision-making, financial management, governance, leadership, intellectual property, mergers and acquisitions, risk management, teambuilding and corporate communications.

Grow your influence and learning potential by applying today!

Learn more at www.ccca-accje.org. ❚

Save the Dates!

Don’t miss this largest annual gathering of in-house counsel in Canada. Join us in Montreal for three days of accredited PD, valuable networking opportunities and important conversations. Consider adding a few days to enjoy the sights and sounds of Montreal and the luxury of the Fairmont Queen Elizabeth Hotel, the official conference venue for 2020.

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{ NOUVELLES DE L'ACCJE }

Les mises en candidature sont ouvertes pour les prix 2020 de l’ACCJE Récompenser l’excellence Chaque année, à la Conférence nationale, l’ACCJE est fière de souligner l’excellence des juristes d’entreprise. Un jeune talent, un bâtisseur communautaire, un juriste d’entreprise novateur vous impressionne? Il est encore temps de proposer sa candidature! La date limite est le 19 janvier 2020.

Prix du bâtisseur communautaire

Prix Robert V.A. Jones

Le Prix du bâtisseur communautaire rend hommage à un membre de l’ACCJE pour ses contributions juridiques bénévoles et son engagement dans la communauté ou en matière de responsabilité sociale des entreprises

Le Prix Robert V.A. Jones reconnaît l’excellence au sein de la profession des juristes d’entreprise et récompense un membre qui s’est distingué durant sa carrière par la qualité de son service, de sa conduite et de son professionnalisme

Prix pour l’innovation

Prix pour une contribution spéciale

Le Prix pour l’innovation rend hommage à une personne ou à un groupe qui fait les choses différemment afin de créer une valeur au nom ou au profit d’un service juridique ou d’une organisation

Le Prix pour une contribution spéciale rend hommage à une personne qui a fait une contribution exceptionnelle ponctuelle visant à promouvoir les objectifs de l’ACCJE

Prix pour la contribution professionnelle

Prix de la relève

Le Prix pour la contribution professionnelle rend hommage à une personne ou à un groupe (notamment une section, un comité ou un groupe de travail de l’ACCJE) qui rehausse le profil de l’ACCJE au sein de la communauté professionnelle

Le Prix de la relève rend hommage à un membre régulier de l’ACCJE comptant moins de 15 ans en tant que juriste d’entreprise et qui participe activement à la vie professionnelle, en particulier au sein de l’ACCJE et de l’organisme qu’il représente Visitez la page Qui nous sommes ➜ À notre sujet ➜ Prix et reconnaissances sur www.ccca-accje.org pour en savoir plus. ❚

Un investissement intelligent. Des possibilités sans fin.

Nous comptons maintenant plus de 200 juristes d’entreprise agréés – Canada (JEA.C) à travers le pays. Votre prochaine chance de rejoindre leurs rangs d’élite et de progresser dans votre carrière se présentera en mai 2020 avec le lancement d’une nouvelle cohorte du Programme de leadership en entreprise pour les juristes d’entreprise.

Pourquoi s’inscrire?

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À quoi s’attendre?

Contribuer activement à la planification stratégique et à la réussite de l’organisation Comprendre les enjeux financiers et les répercussions des décisions exécutives Conjuguer conseils juridiques et lucidité commerciale Se positionner comme un membre important de l’équipe de direction Se donner un avantage concurrentiel sur ses pairs

Ce programme de onze mois comprend trois cours de trois jours donnés par la Rotman School of Management, ainsi qu’une formation en ligne à suivre à son rythme, avec l’encadrement de professeurs spécialistes et de cadres supérieurs en résidence. Contenu : dynamique organisationnelle, emploi et RH, processus décisionnel exécutif, gestion financière, gouvernance, leadership, propriété intellectuelle, fusions et acquisitions, gestion des risques, consolidation d’équipe et communication corporative.

Commencez à faire grandir votre influence et votre potentiel de revenu dès aujourd’hui! Consultez www.ccca-accje.org. ❚

Réservez les dates!

Ne ratez pas le plus grand rassemblement annuel de juristes d’entreprise au Canada. Rejoigneznous à Montréal : trois jours de perfectionnement professionnel accrédité, de réseautage et d’intéressants débats vous attendent. Rajoutez quelques jours pour profiter des attractions de Montréal et du luxe de l’hôtel Fairmont Le Reine Elizabeth, lieu officiel de la Conférence 2020.

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in-House Counsel in 2020 AnD BeyonD

2020 CCCa national ConferenCe

les Juristes D’entreprise en 2020 et Au-DelA

ConférenCe nationale de l’aCCJe 2020

April 26-28, 2020 | MontréAl, QC | 26 Au 28 Avril 2020 visit www.ccca-accje.org/Conference-2020 for details.

Consultez www.ccca-accje.org/Conference-2020 pour en savoir plus.

{ Mental Health }

Technology and Privacy: An Embodied Paradox

By Wendy Lund, RN, BScN, MSc in Mindfulness Studies

“ Relying on the government to protect your privacy is like asking the peeping Tom to install your blinds.”

– John Perry Barlow

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ur thirst for technology to do more, be more and solve more is unquenchable. So too is our desire to have our privacy protected. Is it possible to have both exist in tandem?

As in-house legal experts, the arena of privacy is an area you likely have spent a lot of time negotiating. What may feel new is the increasing challenge in navigating how to ensure compliance with privacy requirements in this age of digital capitalism (or capitalism through the internet) specifically as it relates to employee health and wellness.

Workplace Wellness and Technology In recent years, organizations have become increasingly interested—and increasingly invested—in employee health and wellness programs. Many are turning to health care apps to support or modernize their wellness strategies.

Their enthusiasm for incorporating technology into the workplace to support, enhance and sustain all dimensions of health and wellbeing deserves acknowledgement. But what makes me nervous is that this enthusiasm sometimes eclipses their understanding of the vulnerabilities and risks that come when you collect data.

When working with companies that are considering a wellness app, I dedicate time to understanding their implementation evaluation. I ask how the app will benefit their wellness strategy, and most excitedly share the sales pitch that they

were given about the potential uses for employees, and how it can be customized to fit their operations and systems.

However, things typically get quiet when I inquire about how the sensitive data these apps collect will be protected and used.

What type of aggregate data is collected, shared and sold as a result of adopting this software? Has a breach of data ever occurred with that vendor and what are the potential risks? Have they mapped the health care app strategically to their values and strategic goals? Have they aligned each function of the app to a specific and measurable goal for evaluation a year from now?

Either they either simply do not know (often they have not referred to their inhouse counsel) or they believe the vendor has already taken care of the privacy “stuff.”

Be Sure about the “Stuff” It is exactly this “stuff ” that we should be equally as enthusiastic about knowing. As the evolving regulations show, none of us (including governments and the law) really know how to ensure privacy in this economic boom of digital capitalism.

As Ari Ezra Waldman, Professor of Law, points out, part of the complexities occurs because “privacy law is being defined, negotiated, and practiced by an army of third-party vendors.” The responsibility for meeting legal obligations is being outsourced to third-party technology vendors.1

So What? Now What?

Bring focus to your privacy practices.

Spend a lot of time asking the “So what?

Now what?” question before you embark on digitalizing your own personal wellness or that of your company.

Remember that health behaviours and outcomes do not necessarily follow awareness. Just because there’s an app for it (mood, thoughts, gratitude) does not mean you will be inherently better for tracking it.

Fit bit or guilt bit? It’s not the technology; it’s your relationship to it that matters.

And if aggregate data you own as a result of any digitalization in your wellness approach reveals significant mental or physical issues among your employees, now what? What are the ethical and fiscal responsibilities of helping people track wellness (or unwellness)?

Play that tape to the end and consider proactively the immediate and future implications for the organization and where the responsibilities lie. ❚ Wendy Lund is CEO/Founder of Wellth Management (wellthmanagement.ca), a firm that works collaboratively with organizations to help foster psychological safety and wellbeing in the workplace. With more than three decades of experience, Wendy understands the biology of stress and resiliency.

Her vision is to help others redefine wealth in their workplace and lives, which she shares through workshops and in print.

1. Waldman, Ari Ezra. (2019). “Privacy Law's False Promise.” Washington University Law Review, 97(3). https://www.privacysecurityacademy.com/wp-content/uploads/2019/03/Privacy-LawsFalse-Promise_SSRN_Ari-Ezra-Waldman.pdf

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{ Inside Edge }

Adopting Innovation In-House

By Kevin Wentzel, CIC.C

As part of the agile legal team at Pivotal, I’ve seen firsthand the benefits technological innovations can bring to the practice of law in an in-house environment. Through proper stakeholder engagement, evaluation and implementation, we’ve been able to leverage innovations to help expand our legal operations and increase our value proposition.

expertise, allowing us to focus on the areas we are uniquely positioned to handle.

Some ALSPs have also shifted from competing to partnering with law firms.

The result is that we now benefit from the cost-efficient ALSP services through the law firms we already engage.

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The Way Forward For any in-house legal team looking to begin adopting technological innovations, I recommend: ■■ Identifying and prioritizing your inhouse team’s most pressing issues; ■■ Focusing on actionable and measurable process improvements; ■■ Taking advantage of new software offerings via free demonstrations and non-production licenses first to properly evaluate them without exposing confidential or privileged information; ■■ Failing fast—if something isn’t working, learn why, adjust and redeploy as necessary; and ■■ Being prepared for the inevitable resistance to change. Be empathetic and understand process changes can be hard.

Technological innovations have fundamentally changed the practice of law in the 21st century. While there is no onesize-fits-all solution and the challenges of implementation will be different for each of us, we now have powerful tools that will help us more effectively meet our goals, better serve our clients and make more valuable contributions. ❚

ere are just three areas where we have leveraged technology to provide more accessible, efficient legal services at a greater velocity than ever.

1. Communication & Collaboration: As a glo­ bally dispersed legal team, video conferencing and collaboration tools allow us to compensate for the daily faceto-face interactions that would otherwise be lacking. Team meetings are more personable, productive and interactive, and by sharing screens and working on documents together, we’re able to collaborate in real time.

This collaboration extends to other stakeholders in our organization as well.

Before these virtual tools, cross-functional global projects, such as preparation for and operationalization of GDPR, would have been much mostly costly in terms of money and time, which is draining for all involved.

At the same time, our team deploys tools to ensure that we’re properly measuring performance, managing workloads and giving each other visibility into our dockets. As Peter Drucker said, “If you can’t measure it, you can’t improve it.”

So being able to objectively assess our delivery metrics and outcomes means we also focus on continuous improvement.

2. Training: Ongoing training and compliance efforts across our organization are facilitated by posting recorded training sessions to our intranet, updating FAQ pages in real time, and using email intake tools to triage and address issues efficiently. Improvements in Software-asa-Service and other cloud-based software have also allowed internal clients to more easily access the legal resources they need, anytime, anywhere and on any device.

We’ve moved away from a barrage of email requests to a central repository of information and training materials for our clients, which we continue to update and evolve alongside the business and regulatory environments that we operate within.

3. Alternative legal service providers: While ALSPs have traditionally enabled inhouse legal teams to offload high-volume routine work, this market is undergoing a transformation to offer even better value.

They are positioning themselves as partners to in-house legal teams, offering specialized

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Technological innovations have fundamentally changed the practice of law in the 21st century.

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Note: The views expressed in this article are those of the author and not his employer.

Kevin Wentzel, CIC.C, is Legal Counsel at Pivotal Software.

He advises on a wide range of international technology and commercial transactions, including subscription licensing, open source–based software offerings, professional services related to agile software development, and other complex commercial agreements. Reach him at kwentzel@pivotal.io or connect with him on LinkedIn.

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