PIPL - Practice Area Legal Services Sourcing

STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence

9225 W. Jewell Place,#101, LakewoodColorado 80227

USA

•1245 Wild Rose Lane

Lake ForestIllinois 60045

USA

•333 Rector Pl, #908

New YorkNew York 10280

USA

•4921 Waterfowl Way,

RockvilleMaryland 20853

USA

•6143 Leesburg Pike, #607

Falls Church

Virginia 22041

USA

•1st Floor, 19 BracknellGardens, Hampstead,

London NW3 7EEUK

•B-18 Swasthya Vihar

Vikas MargDelhi 110092

INDIA

[email protected]

USA • UK • INDIA

Progressive Intelligence

Partners in Achievement

Procurement of Legal ServicesScope and Aspects for Consideration

Trusted Advisory Services Trusted Advisory Services

Goals: Efficiency, Effectiveness, Excellence

Dr. Sanjeev B. AhujaManaging Director

[email protected]

2 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence

Overview

Legal Process Outsourcing

Structured Models

Way Forward

Background

Market Opportunity


Essential Cautions• Maintain control throughout the engagement process

− Preserving its professional privilege, client confidentiality, rights/liens on data assets, access by foreign law enforcement and intelligence authorities, and preserving capabilities for e-discovery/search/analysis of all artefacts

• Mitigate the global risk of procuring sensitive legal services from 3rd parties− Ensuring regulatory compliance, information security, data protection, client

confidentiality, and damage containment

Background

Why procure legal services at all?Objectives may include strategic, financial, and operational imperatives, aimed at lowering legal spend, improving the return from such spends, optimizing the legal

function, and improving the processes to support the business


Other Alternative Business Structures• Loosely federated networks of specialist lawyers now address full spectrum

of geographies and jurisdictions, internal/external clients, expertise areas, industry sectors, and functional specializations

• Seamless integration with legal service providers’ resources, processes, and billing systems further improves efficiencies and productivity

• Technology can be used to further reduce costs and streamline workflows, online S2P/P2P systems integrate end-to-end procurement processes and contract life cycle management, business social media platforms allow close collaboration, and access to data enables useful analytics and reporting

Market Opportunity

How has the industry changed?Today’s £ 25B liberalized/open market for legal services represents an

unprecedented opportunity, allowing clients to look into Audit/Tax/Advisory, Insurance, and other professional service providers instead of law firms.


Burning Issues• Challenge is to grow sufficient technical legal skills in-house, given limited

availability of resources and associated costs.• Capacity planning with elasticity requires matching demand/supply profiles• Preserving institutional knowledge while designing scalable resources

requires characterization of core competencies and areas of expertise, in order to distinguish between high value and commoditized areas

• Provisioning client-facing and internal legal services means distinguishing:− Requirements for legal counsel, negotiation support, contract drafting, etc., from

support needs for DB mgmt, eDiscovery, KM, and production of support collateral

• Outsourcing brings with it industry standards and best practice with SLAs

Legal Process Outsourcing

Has the legal process outsourcing industry matured?LPO market in 2013 was c. $1.4b with CAGR of c. 30% and projected to grow to $8.6b by 2020. Outsourcing non-core legal activities facilitates higher resource

utilization for cost effectiveness, driving profitability and leaving in-house counsel to focus on tasks which are high-value in nature.


Moving away from Traditional T&M• Pricing models are moving away from blended rates to pay-for-performance,

unbundling based on task/experience/expertise, committed retainer/resource with draw-down, on-demand resources at take-or-pay over a fixed period, fixed price or fee caps, and “success”-based bonus/incentives

• Competency models will allow clear stratification across skill type, level, experience and availability of resources; a basic driver for any agreement

• Operating models, whether preferred, multi-source, or ad-hoc open up options for optimization, including leverage from economies of scale

• Governance models keep the focus on performance assurance with measurable metrics, accountability, and push for continuous improvement

Structured Models

Which engagement model is suitable?Loosely referred to as “partnering” with a law practice, an engagement model for legal services can take on one or more from among several options, from simple augmentation with 3rd-party resources, to asking a provider to build, operate and transfer back a legal support unit, and possibly even acquiring a captive law firm.


Way Forward

What does “good” look like?Whichever type of legal services are procured and irrespective of an engagement

model, success is predicated on focusing with acuity on key objectives. Unless performance is quantifiably measured it is unlikely to come up to expectations.

Characterising Value• “Value” must be characterised in terms of metrics that are meaningful to the

business, from lowering legal spend, improving the return from such spends, optimizing the legal function, and improving business support processes

• Define a strategy to derive target value and map out an execution approach on the back of that to ensure optimal sourcing, resource utilization, and steady contribution to business profitability

• Identify practical but incisive mechanisms to track, evaluate and re-align delivery to evolving objectives, while proactively managing relationships with providers to ensure that any divergence is caught early and curtailed


Contact Progressive Intelligence, Ltd.

PIPL - Practice Area Legal Services Sourcing

Documents

Transcript of PIPL - Practice Area Legal Services Sourcing