Develop Strong Relationships with Internal Clients

Capgemini’s legal department makes it a priority to create strong and meaningful relationships with its internal clients. Each member of the department is individu­ally encouraged to create personal connections and to build trust with his or her internal clients.

“Legal to” Programs The “Legal to” programs are targeted communication channels launched in 2011 by the Capgemini legal department to improve the relations with other functions such as sales and delivery. These programs are dedicated to a function, with a specific focus on its particular needs and expectations. Each “Legal to” program is led by a regional or local General Counsel and a senior stakeholder from the function targeted, and all programs pursue the objective to create strong bonds between both communities. Each program is specific, but all of them focus on relationship improvement, on providing valuable deliverables for both communities, and on anticipating future needs. The legal team’s primary interest is to understand how it can improve the level of services provided to each function beyond sharing information, and to increase internal customers’ satisfaction.

Legal to Sales The “Legal to Sales” program was initially focused on enhancing Capgemini’s chances to win deals as “One Team” through improved collaboration between Legal and Sales. One important prerequisite was to help each function understand the other’s interests and motivators. This program was the beginning of a greater collaboration between both communities on several common topics such as training (Sales/Legal negotiation workshops) and communication (internal videos showing significant achievements of both communities working together). In 2015, Legal and Sales worked together on a negotiation strategy initiative as well as on governance proposals. The first deliverable was a guide named “Negotiation for Success”, produced by senior members of Legal and Sales communities work­ing closely together to elaborate a unique pathway to success.

Legal to Delivery The “Legal to Delivery” program, also launched in 2011, focused mainly on how Legal can help delivery move forward after a contract is signed. Business relationships are governed by contracts, yet often times after a contract is signed, it is not readily accessible to the people who need it, preventing the capture of the full value of agreements. In March 2015, a joint pilot was launched for the preparation of contracts summaries (“Contract Briefings”) for all new contracts signed in selected countries above a certain value threshold.

The success of the “Legal to” programs led to the creation of other programs such as the “Legal to Procurement” program mainly focusing on processes and templates or the “Legal to HR” program which is dedicated to the relationship with the human resources department. The Legal to HR program led in particular to the harmonization of terms and conditions contained in all employment contracts across service lines in the largest geographies. Contents of the “Legal to” programs are also evolving continually, and the next step is to make the programs more bilateral, asking the other functions to increase their contribution to the awareness of the legal community.

Relationship Attorneys Capgemini Group is organized in a number of service lines, so-called Strategic Business Units (SBUs). The Capgemini legal department, like many others, is however, organized by geographies, so a specific role had to be created to facilitate the relationship and interaction of the legal department with the different SBUs, hence the “Relationship Attorney”. The objective is to strengthen the connection between SBUs and Legal (at the headquarters level and in the regions), to enhance intimacy, and ensure the sharing of important information between the SBUs and the legal department.

To the extent that the Relationship Attorney has visibility on upcoming deals, part of the role is to promptly inform the General Counsels of the regions involved in such deals. The role might involve some problem solving, e.g., on a global deal where the Relationship Attorney must help to identify which legal team should be assigned. The Relationship Attorney must also refer to the relevant Legal team new matters not yet addressed requiring legal assistance. Being visible is critical, and the Relationship Attorney must represent the legal team at the SBU Kick Offs and at important meetings, either as a participant, a contributor, or presenter. The Rela­tionship Attorney is also required to provide legal information to the SBU CEO and management team when appropriate—for example, about new legal developments or global legal initiatives—and provide strategic and tactical legal advice on issues that may arise during SBU management meetings.

It is important to stress that this networking and coordinating role is in addition to the lawyer's daily work in the SBU. As a member of the regional legal depart­ment, he or she must therefore be one of the key lawyers on the SBU's deals and other legal matters. The role is usually suitable for a Deputy General Counsel or Associate General Counsel. The Relationship Attorney is appointed by the Group General Counsel, and the role is expected to evolve over time and with experience. In creating the Relationship Attorneys, the intent was to give a position to a senior member of the legal department at an international level while not creating a sectorial General Counsel position which would have created a confusing double matrix and undermined the position of General Counsels who need to remain the leaders in their respective geographies. Relationship Attorneys rotate periodically, every 2 or 3 years, to diversify assignments and perspectives.

2.3