A corporate lawyer, for all intents and purposes, is a lawyer who handles the legal Second Decision Analysis.

lysis. This enables users to make better decisions involving

affairs of a corporation. His areas of concern or jurisdiction may include, inter
alia: corporate legal research, tax laws research, acting out as corporate
secretary (in board meetings), appearances in both courts and other adjudicatory
agencies (including the Securities and Exchange Commission), and in other
capacities which require an ability to deal with the law.
complexity and uncertainty. In the context of a law department, it can be used to
appraise the settlement value of litigation, aid in negotiation settlement, and
minimize the cost and risk involved in managing a portfolio of cases. (Emphasis
supplied)

Third Modeling for Negotiation Management. Computer-based models can be

At any rate, a corporate lawyer may assume responsibilities other than the legal used directly by parties and mediators in all lands of negotiations. All integrated
affairs of the business of the corporation he is representing. These include such set of such tools provide coherent and effective negotiation support, including
matters as determining policy and becoming involved in management. hands-on on instruction in these techniques. A simulation case of an international
( Emphasis supplied.) joint venture may be used to illustrate the point.

In a big company, for example, one may have a feeling of being isolated from the
action, or not understanding how one's work actually fits into the work of the
orgarnization. This can be frustrating to someone who needs to see the results of
his work first hand. In short, a corporate lawyer is sometimes offered this fortune
to be more closely involved in the running of the business.
Moreover, a corporate lawyer's services may sometimes be engaged by a
multinational corporation (MNC). Some large MNCs provide one of the few
opportunities available to corporate lawyers to enter the international law field.
After all, international law is practiced in a relatively small number of companies
and law firms. Because working in a foreign country is perceived by many as
glamorous, tills is an area coveted by corporate lawyers. In most cases, however,
the overseas jobs go to experienced attorneys while the younger attorneys do
their "international practice" in law libraries. (Business Star, "Corporate Law
Practice," May 25,1990, p. 4).
[Be this as it may,] the organization and management of the legal function,
concern three pointed areas of consideration, thus:
Preventive Lawyering. Planning by lawyers requires special skills that comprise a
major part of the general counsel's responsibilities. They differ from those of
remedial law. Preventive lawyering is concerned with minimizing the risks of legal
trouble and maximizing legal rights for such legal entities at that time when
transactional or similar facts are being considered and made.
Managerial Jurisprudence. This is the framework within which are undertaken
those activities of the firm to which legal consequences attach. It needs to be
directly supportive of this nation's evolving economic and organizational fabric as
firms change to stay competitive in a global, interdependent environment. The
practice and theory of "law" is not adequate today to facilitate the relationships
needed in trying to make a global economy work.

This brings us to the inevitable, i.e., the role of the lawyer in the realm of finance.
To borrow the lines of Harvard-educated lawyer Bruce Wassertein, to wit: "A bad
lawyer is one who fails to spot problems, a good lawyer is one who perceives the
difficulties, and the excellent lawyer is one who surmounts them." (Business Star,
"Corporate Finance Law," Jan. 11, 1989, p. 4).
Today, the study of corporate law practice direly needs a "shot in the arm," so to
speak. No longer are we talking of the traditional law teaching method of
confining the subject study to the Corporation Code and the Securities Code but
an incursion as well into the intertwining modern management issues.
Such corporate legal management issues deal primarily with three (3) types of
learning: (1) acquisition of insights into current advances which are of particular
significance to the corporate counsel; (2) an introduction to usable disciplinary
skins applicable to a corporate counsel's management responsibilities; and (3) a
devotion to the organization and management of the legal function itself.
Organization and Functioning of the Corporate Counsel's Office. The general
counsel has emerged in the last decade as one of the most vibrant subsets of the
legal profession. The corporate counsel hear responsibility for key aspects of the
firm's strategic issues, including structuring its global operations, managing
improved relationships with an increasingly diversified body of employees,
managing expanded liability exposure, creating new and varied interactions with
public decision-makers, coping internally with more complex make or by
decisions.
This whole exercise drives home the thesis that knowing corporate law is not
enough to make one a good general corporate counsel nor to give him a full
sense of how the legal system shapes corporate activities. And even if the
corporate lawyer's aim is not the understand all of the law's effects on corporate
activities, he must, at the very least, also gain a working knowledge of the
management issues if only to be able to grasp not only the basic legal
"constitution' or makeup of the modem corporation. "Business Star", "The
Corporate Counsel," April 10, 1991, p. 4).

These three subject areas may be thought of as intersecting circles, with a

shared area linking them. Otherwise known as "intersecting managerial The challenge for lawyers (both of the bar and the bench) is to have more than a
jurisprudence," it forms a unifying theme for the corporate counsel's total passing knowledge of financial law affecting each aspect of their work. Yet, many
learning. would admit to ignorance of vast tracts of the financial law territory. What
transpires next is a dilemma of professional security: Will the lawyer admit
ignorance and risk opprobrium?; or will he feign understanding and risk
Some current advances in behavior and policy sciences affect the counsel's role. exposure? (Business Star, "Corporate Finance law," Jan. 11, 1989, p. 4).
For that matter, the corporate lawyer reviews the globalization process, including
the resulting strategic repositioning that the firms he provides counsel for are
required to make, and the need to think about a corporation's; strategy at multiple
levels. The salience of the nation-state is being reduced as firms deal both with
global multinational entities and simultaneously with sub-national governmental
units. Firms increasingly collaborate not only with public entities but with each
other often with those who are competitors in other arenas.

Also, the nature of the lawyer's participation in decision-making within the

corporation is rapidly changing. The modem corporate lawyer has gained a new
role as a stakeholder in some cases participating in the organization and
operations of governance through participation on boards and other decision-
making roles. Often these new patterns develop alongside existing legal
institutions and laws are perceived as barriers. These trends are complicated as
corporations organize for global operations. ( Emphasis supplied)

The practising lawyer of today is familiar as well with governmental policies

toward the promotion and management of technology. New collaborative
arrangements for promoting specific technologies or competitiveness more
generally require approaches from industry that differ from older, more
adversarial relationships and traditional forms of seeking to influence
governmental policies. And there are lessons to be learned from other countries.
In Europe, Esprit, Eureka and Race are examples of collaborative efforts
between governmental and business Japan's MITI is world famous. (Emphasis
supplied)

Following the concept of boundary spanning, the office of the Corporate Counsel
comprises a distinct group within the managerial structure of all kinds of
organizations. Effectiveness of both long-term and temporary groups within
organizations has been found to be related to indentifiable factors in the group-
context interaction such as the groups actively revising their knowledge of the
environment coordinating work with outsiders, promoting team achievements
within the organization. In general, such external activities are better predictors of
team performance than internal group processes.

In a crisis situation, the legal managerial capabilities of the corporate lawyer vis-
a-vis the managerial mettle of corporations are challenged. Current research is
seeking ways both to anticipate effective managerial procedures and to
understand relationships of financial liability and insurance considerations.
(Emphasis supplied)

Regarding the skills to apply by the corporate counsel, three factors are apropos:

First System Dynamics. The field of systems dynamics has been found an
effective tool for new managerial thinking regarding both planning and pressing
immediate problems. An understanding of the role of feedback loops, inventory
levels, and rates of flow, enable users to simulate all sorts of systematic problems
physical, economic, managerial, social, and psychological. New programming
techniques now make the system dynamics principles more accessible to
managers including corporate counsels. (Emphasis supplied)