What are the most significant cases or transactions that you have been involved in over the past year?

Over the past year, there has been strong growth, with legal playing a significant role. For example, the acquisition of a technology company aimed to enhance Accenture’s technology capabilities and expand its offerings to clients. Additionally, establishing a joint venture with a client leveraged Accenture’s expertise in technology and consulting to enhance operational efficiency and deliver innovative solutions, reflecting a shared commitment to digital capabilities for growth and improved customer experiences.
In addition to transactions, we collaborated with internal and external experts to develop legal guidelines and templates for new offerings, particularly those involving generative AI and the use of our IP assets. These initiatives aimed to enhance business understanding of important legal matters and ultimately contribute to the company’s growth.

Which political, economic or regulatory changes have impacted your work the most in the past year? 

In the past year, political and economic changes affected our location and resource strategy, leading to companywide transformation. Despite being a significant organizational change, we successfully navigated it through close communication with business and global leaders.
One impact in Japan was the opening of new offices and expansion of existing offices outside of Tokyo, including Kumamoto, Fukuoka, Nagoya, Maebashi, and Sendai.
In line with our company’s strategy, legal also hired and onboarded legal team members in non-Tokyo locations. Our flexible workstyle, including remote work and location flexibility, has increased talent sourcing opportunities. To keep pace with business growth, leveraging technology is crucial for acquiring and upskilling talent with the relevant skills and knowledge.

Based on your experience, what is the key to collaborating successfully with business partners?

Based on my experience, the key is to build a strong and trusted relationship with business leaders. There are various factors that contribute to building such a relationship, including communication skills and a deep understanding of the business. However, I believe the most important factor is having the courage to point out risks and issues when necessary.
No one wants to be the bearer of bad news, and it’s natural to fear that raising contradictory points to management may damage the trusted relationship with the business. In the short term, the business may push back and accuse legal of hindering momentum. However, being an in-house legal professional is not about winning a popularity contest. In the longer term, the business would understand the role of legal, and we can build a trusted relationship by overcoming tough situations.

How do you motivate and manage the other members of your legal team well?

I regularly communicate business strategies and the state of the business to the legal team members, ensuring they understand how their day-to-day work connects to and contributes to the company’s growth. We also organise events, such as community events and inviting external speakers to discuss career development topics. I believe these initiatives help broaden the perspectives of team members and foster engagement.