The document discusses managing change in the in-house legal environment. It summarizes Thomas Friedman's book "The World is Flat" and how globalization is accelerating change. It then discusses the speaker's experience transitioning between different legal roles and employers over time. Key lessons are to develop skills continuously, balance legal and business perspectives as in-house counsel, and maintain objectivity and independence from the business. The pace of change will only continue to increase so adaptability and resilience are important skills for legal professionals.

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"Managing Change in the In-house Environment"
CLANZ Conference 2007
David Laurence Kreider
Chartered Arbitrator and
General Counsel
Vodafone New Zealand
17–18 May 2007
Christchurch, New Zealand

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The Pace of Change is "Hotting Up",
Because "The World is Flat"
• Thomas Friedman’s best seller, “The World is Flat”, talks about the
convergence of technologies and events that has allowed India and China,
among other countries, to become part of the global supply chain for services
and manufacturing.
• This has created an explosion of wealth in the middle classes of the world's
two biggest nations, giving them a huge new stake in the success of
globalisation.
• Friedman’s view is that this "flattening" of the globe requires each of us to run
faster and faster, just to keep our place.
• With the arrival of the ubiquitous Internet, business will move around the world
to wherever products or services can be produced at the lowest cost. Legal
systems, as well as political systems, are struggling to cope with change.

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My Own Experience Traversing Change
• Transitioning from a small Florida plaintiffs' law firm, to a major "white shoe"
New York City law firm defending corporations and high net worth individuals.
• Transitioning from large firm legal practice, to a government lawyer role as
Chief of the United States Securities & Exchange Commission's New York
Regional Office.
• Transitioning from being a securities regulatory lawyer in New York City, to a
role as a securities regulator in Hong Kong.
• Transitioning from the role of a Hong Kong securities regulator, to an in-house
legal role with the mobile telecommunications operator, China Mobile.
• Transitioning from an in-house role at China Mobile in Hong Kong, to my
current role as General Counsel to Vodafone New Zealand.

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Clients' Core Values Can Differ Widely
and Will Change Over Time
• The small plaintiffs' law firm – "The facts of the case may be weak, but we
expect you to win".
• The "white shoe" New York law firm – "But have you found the 'green elevator'
case"? "There is a typo on page 79" ….
• A leading Chinese company in 2000 – a "top" company employs a lot of
people, share price and profitability don't matter.
• A leading Chinese company in 2007 – How can we expand overseas, and after
we do, who will manage our overseas businesses? How can we stimulate
domestic demand?
• Vodafone in 2005 – The leading mobile company in New Zealand
AND TODAY ….

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Vodafone in 2007

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8 Lessons That I Have Learned
1. Employers want to make "defensible" hiring decisions, and will seek lawyers
with top credentials.
2. There is no substitute for several years' major law firm experience in London,
New York, or even Hong Kong or Sydney.
3. Mastering the basic legal principles is hugely important.
4. Lawyers are judged on their papers, so pay close attention to spelling,
structure and grammar.
5. Continually develop and improve your own portfolio of skills.
6. Never fall in love with your law firm or company – it is incapable of loving you
back!
7. Surviving (and learning from) setbacks builds resilience.
8. A positive attitude, coupled with a resilient character, are key to long term
success.

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Some Suggestions for Corporate Counsels
• Be true to yourself. Always be a "team player", but maintain a degree of
independence from the business and remain objective.
• A "yes man", or woman, is of little value as an in-house lawyer.
• Be a "buttoned-down" lawyer, but also be commercially-minded.
• Communicate the risks fully, but recognise that risk and reward need to be
balanced – avoiding legal risk at all cost is seldom a good strategy.
• An effective in-house lawyer must be capable of expressing difficult legal
positions to any audience in plain English.
• Succeed at the above
AND ….

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You'll leave them laughing ….
(with you, not at you)

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Thank you.
David Laurence Kreider
Chartered Arbitrator And
General Counsel
Vodafone New Zealand
david.kreider@vodafone.com

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Thank you.
David Laurence Kreider
Chartered Arbitrator And
General Counsel
Vodafone New Zealand
david.kreider@vodafone.com