[Bundle] SAL-INSEAD Legal Leadership and Strategy Programme 2024

Globalisation and the economic shift to Asia has resulted in significant new opportunities for law firms and in-house counsel operating in this region. At the same time, partners in these law firms and corporate counsel are facing increased challenges including cost pressures, growing competition and talent retention issues. In this changing legal landscape, legal professionals must complement their technical legal expertise with strong leadership to manage these challenges and seize emerging growth opportunities. 


The SAL-INSEAD Legal Leadership Programme and the SAL-INSEAD Legal Strategy Programme each consist of a two-day intensive management training specifically designed and contextualised to address the needs of law firm partners, general counsel and legal service officers. Participants from the private sector should currently have P&L remit in their roles or will soon be assuming P&L responsibilities in their organisations.


Programme Fee
Leadership and Strategy Programme: $10,900 (incl. 9% GST)


SkillsFuture Credit (for self-sponsored individuals only) 
SkillsFuture Credit of up to $1,000 can be used for this programme.  Please note SkillsFuture Credit is not applicable for company sponsored individuals.


To enrol, kindly fill out this form and email it to chua_sing_yee@sal.org.sg.


SGD 7,412.00

CPD Points : 31

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[Bundle] SAL-INSEAD Legal Leadership and Strategy Programme 2024
[Bundle] SAL-INSEAD Legal Leadership and Strategy Programme 2024

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SGD 7,412.00

Leadership Programme

18 April 2024 

8.00am - 8.30am Registration 
8.30am - 9.00am Programme Introduction
9.00am - 1.00pm

Leadership Challenges and Transitions

We start the programme with an introduction session to make sure everyone is aligned on ‘Why are we here and what can we expect”? We will also discuss the different roles or ‘personas’ participants may have as they come into the programme. Through the discussion of key leadership challenges that participants experience, we can tailor the rest of the sessions based on participants’ needs. After the introduction, we will begin addressing the challenge of transitioning to leadership roles — individually and in one’s organization. Leading effectively requires the capacity to “grow” with one’s organization, adapt flexibly to the changing demands of the company and its task environment, and continue to develop and learn. Importantly, it requires one to master the psychology of power in leadership— the ability to navigate organizational landscapes and lead without formal authority. The ability to do so will help leaders generate value for the organization, their teams, and themselves. We will also discuss about positive workplace culture. How do legal leaders develop a culture that fosters personal and professional growth and psychological safety. Another prevalent issue leaders face today, which we will explore, is how to mentor and lead younger team members (e.g. Gen-Z). Understand their psychology and motivations will help leaders better manage and nurture such talent.

2.00pm - 6.00pm

Team Dynamics and Team Decision Making 

Alone we can do so little; together we can do so much. - Helen Keller
The ability to lead teams and collaborate across business units is fundamental for leaders. Leaders need to be able to draw on the expertise, experience, and insights from diverse individuals to find cutting-edge solutions to overcome the complex challenges in today’s business world. It involves being able to find ways to make teams with diverse expertise work effectively by minimizing interpersonal conflict while simultaneously leveraging the abilities and opinions of the team and its members. Accomplishing both requires that we develop the ability to deal with both the content and the process of collaborative teamwork, and to navigate the difficulties that working in intense work groups inevitably entails.

In this session we will use a team decision-making exercise as a basis for allowing us to explore how groups that are made up of individuals from diverse functions, expertise and backgrounds typically function, and what are some of the common pitfalls of working in such collaborative group situations. This will lead to a discussion on strategies and techniques for optimizing group performance, how to empower others in your group, how to lead by example, and how to align individual and group objectives.


19 April 2024 

8.00am - 8.30am Registration 
8.30am - 12.30pm

Leadership Decision-Making

To make complex decision through ambiguity, leaders need to engage in critical thinking to make sure that the data they are using is relevant and of high quality. Doing so is particularly challenging when projects are characterized by uncertainty about how to make decisions. Leaders often underperform when they must solve complex problems that deal with ambiguity, uncertainty, andrisk. Facing such situations causes several predictable problems, including ignoring quality indicators of data, using incomplete or missing data to make decisions, make decisions on data which are easier to remember (but not necessarily correct), or make decisions without confidence (or too much confidence).

This session will build on our previous session by addressing how leaders can avoid these problems as they are trying to make the best decisions to lead and navigate an ecosystem with different stakeholders. To evaluate how we do this, we will first complete a decision-making exercise. We will then use this exercies to discuss predictable problems when making decisions under uncertainty and incomplete information, and how leaders can achieve their goals by creating a process that helps them structure the decision-making process. In doing so, we will focus specifically  on the role that biases play in our decision making and how to eliminate these. 

2.00pm - 6.00pm
Leading Organisational Change
In this session, we will discuss everything on change and navigating organizational politics. Using a real-world case and Power and Influence stimulation, Participants will delve into the dynamic world of organizational change. We address the constant nature of change in life and business, acknowledging its challenges for even the most seasoned leaders due to the psychology of change, which triggers fear, anxiety, and uncertainty among employees. Change disrupts organizational systems and team dynamics, making it crucial for leaders to understand and manage it effectively. The session's objectives are threefold: (i) grasp the psychology of change, (ii) analyze the necessary political and cultural systems for effective change leadership, and (iii) learn to initiate and drive change initiatives. By exploring psychological barriers and real-world case studies, participants will gain insights into navigating organizational politics and people dynamics. This multifaceted session employs lectures, case studies, and presentations to equip leaders with strategies for overcoming the complexities of driving change.



Strategy Programme

15 August 2024 

8.00am - 8.30am Registration 
8.30am - 9.00am Programme Introduction
9.00am - 1.00pm

Strategic Thinking for Legal Professionals 

This session works on the strategic thinking abilities of managers and reviews some of the key strategic challenges faced in the legal industry and legal profession. We will discuss several tools and frameworks to help us better understand a legal firm’s success, and how firms can develop a more effective strategy to improve their performance and attain competitive advantage in this sector. We will apply our learning to different legal firms in Singapore to help participants better understand the root causes of the strategic challenges and to help develop a more effective competitive strategy. Further, given the pivotal role of human capital in this sector, we will also discuss ways of attracting, retaining, and motivating talent. 
2.00pm - 6.00pm

Powering the Organisation's Growth Strategy

Legal companies and corporates continuously strive for growth in their existing markets and new areas of business. In this session, we will explore the fundamental trade-offs and challenges faced when pursuing growth in your business. For law firms, we will focus on growth in existing advisory markets especially related service markets, but also discuss what should guide growth in new service areas and new geographic markets. For legal counsels in companies, will discuss what should guide the growth strategy of the company, and what role legal professionals can play. We will explore growth strategies and best practices that leaders in legal firms as well as corporates can implement to pursue growth in their organization, as well as means to overcome some of the key challenges to growth.


Strategy Execution for Legal Professionals

Firm success depends to a large degree on strategy execution. Legal professionals in law firms or companies are sometimes asked to contribute towards the execution of a growth initiatives, but often struggle to execute them effectively. In this session, we will explore the challenges to successful strategy execution in legal companies. Participants will be introduced to a systematic process of execution and implementing strategic initiatives. We will also discuss various tools to help participants successfully implement strategy and change in organisations.

16 August 2024 

8.00am - 8.30am


8.30am - 12.30pm

Pursuing M&A in the Legal Industry

The Legal Industry is undergoing mergers and acquisitions, yet such mergers are notoriously difficult and failure rates are high. In this session, participants will learn when and how to engage in M&As in the legal industry. Participant will gain a strategic approach to M&A to understand how they can create value and capture in M&A, how to acquire unique legal capabilities and relationships, as well as how to expand a legal firm’s footprint profitably using acquisitions. We will learn the best practices of successful acquirers, and about pitfalls too. We will also discuss how to structure legal mergers intelligently and how to master the post-merger integration in the legal industry.

2.00pm - 6.00pm

Strategic Partnerships in the Legal Industry

This session focus on strategic partnerships between firms. Participants will learn when law firms and corporates should enter partnerships with other companies to drive revenue, cross-sell services, enter new markets and gain access to new capabilities. Through a partnership simulation, participants will learn about the challenges and problems that emerge in strategic partnership and how to resolve such problems. Participants will also get exposed to best practices of successful partnerships and the learnings from failed partnerships. We will also learn how to make your firm more attractive as a partner-of-choice for others.


Fireside Chat about Legal Technology, AI, and Innovation

Fireside chat with technology entrepreneur or seasoned legal leader about how innovation, AI and legal technology can offer growth and efficiency-enhancing opportunities but also introduce challenges.

Andy J. Yap
Programme Director
Professor of Organisational Behaviour
Academic Director, INSEAD Centre for Organisational Research

Andy Yap is an Associate Professor of Organisational Behaviour at INSEAD. Professor Yap holds a PhD and MPhil in Management from Columbia Business School, and a BSSc with Honours in Psychology from the National University of Singapore. Before joining INSEAD, Professor Yap was a faculty at the Sloan School of Management, Massachusetts Institute of Technology.

At INSEAD, Professor Yap teaches in a variety of programs including Executive Education, MBA, EMBA, and PhD. His teaching and consulting expertise includes Leadership, Leadership Communication, Executive Presence, Leading High-Impact Teams, Strategy Execution & Organizational Change, Power And Politics, and Managerial Negotiation. At MIT, Professor Yap taught the graduate/undergraduate course on Managerial Psychology and the core leadership MBA course on Organizational Processes. Andy Yap is directing the Executive Presence and Influence (EPI) programme.

Professor Yap is a social and organizational psychologist. His research program focuses on three overarching areas: (1) Signals of social status and its consequences, (2) The impact of hierarchy on person perception, and (3) How dimensions of social hierarchy affect important organisational outcomes (e.g. prosocial behaviour, subjective well-being, stress, organisational commitment and career decisions). Professor Yap’s work has important implications for how organisations can be structured to promote a workforce that is productive, motivated, and socially responsible.

Professor Yap's research has been published in leading academic journals including Psychological Science, Proceedings of the National Academy of Sciences, Journal of Applied Psychology, Journal of Consumer Research, Journal of Experimental Social Psychology, and Personality and Social Psychology Bulletin, as well as leading practitioner journals such as Harvard Business Review. His work has also been featured across a range of international media outlets including TIME, The New York Times, The Wall Street Journal, CNN, BBC, The Atlantic, Financial Times, NHK (Japan Broadcasting Corp.), The Business Times (Singapore), The Straits Times (Singapore) and the US National Public Radio.

Professor Yap has been recognized with academic and teaching honours such as the American Psychological Association Early Graduate Student Researcher Award, the Donald C. Hambrick Award from Columbia Business School, nomination for the Best Teacher Award in the MBA program at INSEAD, and several other conference awards in Psychology, Marketing, and Management.
Philipp Meyer-Doyle
Associate Professor of Strategy, INSEAD
Philipp Meyer-Doyle is an Associate Professor of Strategy (with tenure) at INSEAD. He obtained a PhD and a Master of Science degree at the Wharton School of the University of Pennsylvania, and a BSc at the London School of Economics. He directs INSEAD’s open enrolment executive program on M&As and Corporate Strategy.
His research interest focus on two core areas, which often overlap in his research studies: (1) Strategic Human Capital: How does human capital shape firm behavior and performance, and how do firms steer this impact? (2) Mergers & Acquisition: What are the antecedents of acquisition behavior and superior acquisition performance? His research has been published in premier journals such as the Strategic Management Journal or Organization Science. He has won awards for his research from leading academic management and strategy associations. He has been a member of the Editorial Review Boards of the Strategic Management Journal and of Organization Science.
Philipp is an award-winning teacher at INSEAD. He teaches in INSEAD’s executive education programs, the EMBA program, the MBA program and the PhD program. His teaching focuses on corporate strategy, mergers and acquisitions, strategic alliances, and strategic management. His teaching fuses academic insights with practical knowledge.
Before becoming an academic, Philipp worked in investment banking (M&A advisory) and private equity.

Number of Public CPD points: 15.5 (TBC) per programme
Day 1 : 8 Public CPD Points | Day 2: 7.5 Public CPD Points
Practice Area: Professional Skills | Training Level: Advanced 


SILE Attendance Policy

SILE Attendance Policy

Participants who wish to obtain CPD Points must comply strictly with the Attendance Policy set out in the CPD Guidelines. For this activity, participants are reminded to sign in on arrival and sign out at the conclusion of each day of the event in the manner required by the organiser. Participants must not be absent from each day of the event for more than 15 minutes. Participants who do not comply with the Attendance Policy on any particular day of the event will not be able to obtain CPD Points for that day. Please refer to http://www.sileCPDcentre.sg for more information.  


For enquiries related to this event, please email les@sal.org.sg.

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