There was a lot of uncertainty about my decision to change careers away from the legal department because I was a litigator. KF: They didn`t hire me to head the human health department or serve as CEO because I have legal skills. I was chosen because of the breadth of my perspective on Merck and what it takes to lead. What skills helped you transition to this important, non-legal role? KF: Earn your way to the bedroom. Take responsibility as a professional. The transition from lawyer to entrepreneur should be smooth. At Merck, I was expected to be a businessman all the time. Because the problems we solve are rarely purely legal problems. We expect holistic thinkers. The legal profession as a whole is not adapting to today`s reality. Business is becoming increasingly global. In fact, the lack of access and support is particularly detrimental to the legal service as a whole. Without GC`s input, companies tend to go in the wrong direction.
Most people – i.e. non-lawyers – don`t know when they have a technical-legal problem, and if you only appear in the rare – and often obvious – case where they recognize it, it becomes a vicious circle. Instead, firms turn to advisory firms and investment bankers, which is scary because they don`t have the same ethical obligation to the firm as lawyers. VTR: Looking back, what skills or abilities did you mention that were most important in leading the company`s largest department? Jennifer Zachary joined Merck in April 2018 as Executive Vice President and General Counsel. She acts as legal counsel to the firm`s board of directors and officers, leads the firm`s Office of the General Counsel and sets the firm`s global legal strategy. She is also responsible for the company`s global security and environmental functions, as well as global security functions. are among the best – Build a respected reputation (1) with their peers as strategic and enterprising leaders, (2) with the Board as a respected voice, (3) with the members of the legal department they lead, and (4) within the broader legal community. What advice would you give to someone in the GC position, maybe even someone who may be new to this role, on how to build leadership credibility with these four different audiences? How should he proceed? KF: Well, it`s important to remember that before I was chosen as the company`s general counsel, I worked outside of the legal department in public affairs from 1994 to 1999. The work included everything from communications and public policy to government relations and philanthropy.
Prior to joining Merck, Jennifer was a partner and partner at the international law firm Covington & Burling, LLP. She has worked in the area of drug and medical device regulatory law and has advised a large number of manufacturers and trade associations on compliance with regulatory requirements for the development, manufacture and distribution of their products. KF: There are three things I look for in people when I consider them for senior management: first, that they have the skills and technical expertise that the company needs; second, they have business acumen; And third, they have excellent leadership qualities. The information on this website was current at the time of the presentation. The Company assumes no obligation to update the information to reflect subsequent developments. Therefore, the Company will not update the information contained on the Site and investors should not rely on the information being current or accurate after the date of presentation. VTR: Are you afraid when you take a risk? VTR: How will you measure your success as a leader in general – what guides you now that you have so much experience and perspective as a leader? KF: Yes, I reported directly to the CEO. The CG has always reported directly to Merck`s CEO. The GoC should report to the CEO. This access is extremely important. Without access to the CEO, you are not fulfilling your core functions as a GC to provide effective advice. The link you choose will take you to a third-party website owned and operated by AgileOne.
Our company does not control and is not responsible for the accuracy, content, practices or standards of the pharmatempjobs.com website and/or AgileOne. An initiative to create a world where no woman has to die to awaken life Our support functions provide services and make recommendations to improve our workplace and the culture of our organization. Our support functions include human resources, finance, information technology, legal, procurement, administration, facilities and security. Supply chains are becoming increasingly global. With the advent of the Internet, commerce and ideas easily transcend international borders. Information is everywhere. Traditional barriers simply no longer exist. But I digress. All of this means that it is imperative that CCs report to the CEO. No doubt. According to a recent study conducted by VAC, general counsel at various companies do not report directly to the CEO.
You may also not regularly attend meetings with other senior officers or the Company`s Board of Directors. From the ACC`s perspective, a GC that is not included in the decision-making process can be a major mistake for management and the Board of Directors. For example, CCA partnered with the John L. Weinberg Center for Corporate Governance at the University of Delaware to examine the role of the General Counsel from a governance perspective. I want to be able to say that I have been a good steward of an organization that serves as a huge force for good. VTR: Do you think the regulatory environment contributes to this? Business is more global than ever, and decision-making is more multidimensional and multidisciplinary than ever. At the same time, young lawyers are trained to have very narrow areas of expertise and not think broadly. AM: You are now CEO and Chairman of the Management Board of Merck. As such, you can make decisions about the officers who report to you and determine whether the corporation`s GC can attend board meetings. Is it important for Merck`s GC to sit at both the board table and the board table? On a scale of 1 to 10, with 10 being the most important – or critical – and 1 not important at all, how would you rate the importance of the general counsel: Some domestic and international travel may be necessary. VTR: What qualities do you look for when promoting people to senior management? The data is provided “as is” for informational purposes only and is not intended for commercial purposes. FactSet (a) makes no warranties of any kind, express or implied, with respect to the data, including, but not limited to, any warranties of merchantability or fitness for a particular purpose or purpose; and (b) shall not be liable for any errors, incompleteness, interruptions or delays, actions taken on the basis of the data, or any damages resulting therefrom.
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