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Regulatory risk models for building a global economic leader

   
           

 

E X P E R T I S E

 

 

Beware the Regulatory Vacuum

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CORPORATE MODEL 

UNIVERSITY MODEL
LAW PRACTICE

 

R E S O U R C E S

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Corporate Regulatory Risk Model

 

 

The economy presents global innovators with windows of opportunity that, while open at the moment, will not stay that way forever.

 

Each WDE regulatory risk model helps the client take practical steps toward capitalizing on those windows of opportunity:

 

  • Avoid financial, reputational and growth pitfalls of existing regulatory and contractual obligations.

 

  • Avoid pitfalls of possible future increase/decrease in regulatory obligations.

 

  • Anticipate and sidestep market risks presented by regulatory beneficiaries—i.e., those who could vote with their dollars, their feet, or their ballots.

 

  • Sharpen values needed to make wise choices on crucial decisions, including litigation strategy and dispute resolution negotiations.

 

  • Articulate competitive advantage more boldly.

  

  • Strengthen market reputationwith customers, employees, investors, regulators, mediaas a builder and leader of the global economy.

 

  • Improve existing revenue streams, based on a stronger connection to customers.

 

  • Create new revenue streams, based on a stronger connection to customers.

 

  • Negotiate financing and licensing deals more effectively.

 

  • Improve employee performance by adding stronger education and vision elements to leadership practices.

 

  • Give Board a 21st century tool for navigating the current economy.

 

This Practice spans regulatory compliance, privacy, intellectual property and governance matters, as well as operations, finance and employment matters.

 

 

 

C U S T O M  M O D E L S

 

New Market Model  

Articulates the legal and regulatory risks likely to be encountered in a new market, plus the value creation and leadership opportunities that accompany those risks.

 

Existing Market Model  

Articulates the risks and opportunities arising from radical change in the legal and regulatory terrain of an existing market.

 

These models complement both the enterprise's current risk minimization process and its current value creation strategy. 

 

Learn more on Programs/Risk.

 

 

 

T A R G E T  I N D U S T R I E S

 

B2B, B2C

Commerce + Shopping

Consumer Products + Services

Sharing Economy | Peer to Peer

 

Enterprise Software

Internet

Information Technology

 

Environmental

Financial Services

Real Estate Technology

 

Content + Publishing

Education

 

eSports

Gambling

SportsProfessional

SportsUniversity Revenue

 

 

 

G O V E R N A N C E   P E R S P E C T I V E

 

"Today's ideals may become tomorrow's minimum standards for avoiding a charge of director negligence."

William M. McKenzie

 

 

 

 

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