In October 2020, Kelly B. Rose, Senior Vice President and Legal and General Counsel at the global oil and gas company ConocoPhillips (CP), sat in her home office. Her second CP anniversary had recently passed. She reflected on the many moving parts of the Legal Department and, despite the COVID-19 pandemic, how Legal had still served its clients. CP included a global team with about 170 legal and security staff based in nine offices. Four Deputy General Counsels (DGC) and the Chief Security Officer1 reported directly to Rose.
Moreover, the department had continued to push forward OneLegal (OneL), a department-wide initiative introduced by Rose to enhance collaboration both within Corporate Legal2 as well with legal staff based in CP Business Units (BU’s). Rose wanted the entire department to realize “collaboration was more than just a word” and that it stood for creating a new mindset and modus operandi that would lead to improved client service delivery and people development within the department. Progress had been made, but Rose was aware of the challenges OneL faced. How should success be measured? How could she convert the skeptics?
Geographic: Houston, Texas, US and worldwide
Industry: Energy, Oil and Gas
Event Year Begin: 2020
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