Fujitsu UK – GC Powerlist
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United Kingdom Teams 2022

Information technology

Fujitsu UK

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United Kingdom Teams 2022

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Team size: 51

What are the most significant cases or transactions that your legal team has recently been involved in?

The team is primarily transactional and focuses on supporting the growth of Fujitsu’s IT services business, which this year has included a wide range of transactions as well as several disputes. By way of example, the team supports Fujitsu’s close partnership with the UK Government, which recently included a deal to grow the digital trader services platform through a consortium of businesses working together, under Fujitsu’s leadership, to bring digital transformation to the UK borders.

Which have you found most useful in your legal team?

The team are integral to the digital transformation which is striving to reimagine the legal function’s global operating model and, as part of that transformation, are finding significant value in automation and risk analysis technology, and the data it collects. Automation allows the team to reduce the time spent on routine work to enable a greater focus on the most strategic and impactful work, whilst empowering the business to access legal services faster and more efficiently.

Separately, risk analysis technology allows the team to leverage the corporation’s global transactional experience to bring greater depth and market expertise to individual deal negotiations. The data collected through this technology can give leadership teams a unique perspective of market positions to provide a meaningful commercial advantage. Looking ahead, natural language processing technology offers substantial opportunities to expand the use of automation, risk analysis and virtual agents, and will accelerate the transformation of our services.

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house industry?

Corporate legal teams will be expected to act as strategic business advisers by leveraging an integrated ecosystem of digital solutions and external service providers. Through the sophisticated deployment of in-house legal talent, data and technology, and external partnerships, the corporate legal team of the future will be able to provide an agile capability which delivers the speed, quality and efficiency their corporations will expect. To thrive in such an environment, and alongside their technical expertise, individuals will need to have strong skills in influencing and communication, project management and leadership, and be able to operate as problem solvers in complex commercial environments.

How do you suggest in-house lawyers build strong relationships with business partners?

Strong relationships with colleagues from across a business are what makes an in-house career so stimulating and fulfilling. In these environments, in-house lawyers can build an identity beyond just being the lawyer, and to be regarded as a problem-solver and an integral member of a business team. The skills and technical expertise developed during a legal career can provide a unique voice and perspective in a business team but should not inhibit relationships and a role that transcends those traditional boundaries.

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