May 13 215 pm 7 point blueprint to a healthy legal department
-
Upload
summit-professional-networks -
Category
Documents
-
view
105 -
download
3
Transcript of May 13 215 pm 7 point blueprint to a healthy legal department
v
Presented By:
15th Annual IC Super Conference – 7 Point Blueprint to a Healthy Legal DepartmentPanelists:
Michael Haven, Senior Corporate Counsel, Legal Operations and Litigation, NetApp, Inc.Susan Packal, Director, Legal Strategy and Business Operations, Hilton WorldwideLynette Lupia, Director, Legal Operations, Outside Counsel Management & Administration, AbbVieJames Buckley, Senior Practice Director, RGPCharlie Lee, Founding Partner, Moore & Lee, LLP and Founder, President, & CEO, LeGuard, Inc.
v
Presented By:
• Planning Phase– Confirm the Legal Department’s Mission– Analyze the Department’s Portfolio of Matters/Work Streams
– Segment, Structure, and Check Alignment with Business Units
• In‐house vs. Outside Counsel • Internal Headcount • Insourcing• Alternative Service Providers
v
Presented By:
• Execution Phase– Service Delivery
• Legal Project Management‐ Techniques that can help identify best practices are scoping a matter, effectively communicating across the team, managing a budget, and monitoring progress.
• Knowledge Management– Tapping IntelligenceOne key to enabling “actionable knowledge” is facilitate access to tacit knowledge from your attorneys.
v
Presented By:
• Execution Phase• Process Improvement
– Making document review flow (instituting formal communication points within the process)
– Continuous Process Improvement (CPI) to improve people, processes, and systems. CPI should focus on incremental improvements over time where processes are constantly evaluated and improved verses a single large improvement event.
– Contain process improvement costs and maximize results during the improvement effort, it is important to focus:
» a. Continuous procedural changes to re‐align and clean up the process,» b. Increased utilization of owned technologies to better automate the
process» c. Then as required, selection/deployment of new technologies to
further improve the process.
v
Presented By:
– Managing Office Environment• External Financial Management (Controlling Outside Counsel Spend)
• Internal Financial Management• Vendor Management• Technology and Communication Infrastructure (Technology Roadmap)
v
Presented By:
Significance
High(Material)
Low(Immaterial)
UncertaintyHigh
(Unknown)Low
(Known)
Routine operations
Extraordinary risks/Opportunities
PI KM LPM
FlatFee
HourlyRate
RGP’s Execution Heat MapSM
v
Presented By:
• Assessment Phase– Matter Management/Big Data
• Matter management systems can provide excellent communication and collaboration platforms to organize and distribute information. These systems entail the processing and storage of confidential corporate and insurance carrier financial data, sensitive claims information, and privileged legal matter data, major considerations in the deployment of these systems offer matter‐level security.
– Metrics, Analytics, and Business Intelligence• Integrated Billing and Matter Analytics — Integration with matter management data enhances
the value offered by billing analytics by drawing connections between cost and attorney performance. The impact derives from data‐driven decisions that reduce legal spend. These capabilities enhance insight into attorney performance to optimize decisions based on tradeoffs between cost and attorney performance, adding deeper value than what is available through analysis of billing data alone.
v
Presented By:
• Assessment Phase– Matter Management/Big Data
• Matter management systems can provide excellent communication and collaboration platforms to organize and distribute information. These systems entail the processing and storage of confidential corporate and insurance carrier financial data, sensitive claims information, and privileged legal matter data, major considerations in the deployment of these systems offer matter‐level security.
– Metrics, Analytics, and Business Intelligence• Billing Analytics — The first tier of legal spend analytics applies data collection,
reporting and analysis automation to billing and invoice data. These capabilities draw from historical billing data as well as industry benchmarks to identify trends, differences between providers, and average fees associated with matter types. The use of this data to support outside counsel selection and negotiation leverage promises to create strategic shifts in legal spend and ultimate reductions in legal costs.
v
Presented By:
• Assessment Phase– Metrics, Analytics, and Business Intelligence
• Integrated Billing and Matter Analytics — Integration with matter management data enhances the value offered by billing analytics by drawing connections between cost and attorney performance. The impact derives from data‐driven decisions that reduce legal spend. These capabilities enhance insight into attorney performance to optimize decisions based on tradeoffs between cost and attorney performance, adding deeper value than what is available through analysis of billing data alone.
v
Presented By:
Table 1: Reported Business Impact of Legal Spend Management Investments
Source: Blue Hill Research, December 2014
v
Presented By:
“12‐Box” methodology with sourcing guidelines
13
O U T S O U R C E I N T E R N A L
I N T E R N A L /O U T S O U R C E
E L I M I N A T E / R E D U C E / L O W - C O S TSource: interpreted from ACC and General Counsel Roundtable sources
Medium Value
MediumValue
High Value
HighValue
Low Value
MediumValue
Medium Value
HighValue
Low Value
Low Value
MediumValue
Medium Value
7 Point Blueprint to a Healthy Legal Department
H
M
L
1 2 3 4
Value / Impact on Business
RISK