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PracticeLeague - The New operating Model of Corporate Legal Department
- 1. One Unified Technology Platform for The Entire Legal Ecosystem
- 2. The Rise of the SUPER GC 2
- 3. Look at what the CEO’s and CFO’s are saying….. Source: Make Legal Digital – Ready | How to Manage Risk and Still Enable Digital Businesses 3
- 4. Shifting Gears 5 Enterprise wide changes affected the average company over the past 3 Years. Increasing Demand 85% Projected increase in Legal Service Demand by 2020 Changing Expectation Of executives believe the speed to deliver client results has been accelerated. Constrained Resource Of General Counsels were asked to cut or hold budget flat. 65% 53% Under Acute Environmental Pressures Source: Gartner - The New Legal Operating Model Infographic 4
- 5. The Conscience of the Business i.e. Wrong Doing The Barometer of the Business i.e. an Early Warning System A stakeholder in Business Decision Managing the Legal Department 18.40% 22.20% 37.30% 24.60% 33.30% 22.20% 27% 23% 28.10% 33.30% 21.40% 15.10% 20.20% 22.20% 14.30% 37.30% First Choice Second Choice Third Choice Fourth Choice Which of the following describes your Job in the company 61.9% 5
- 6. Which of the following Best Applies to You? I sit on the board of my company I sit as an Observer on the main board but am not a member of the main board I report indirectly to the main board via a board member I have little dealing with the main board I sit on the other boards/committees subsidiary to the main board I would like to be a director on the boards of my company I would Like to be a non-executive director on the board of another company I am actively seeking a position on a board I am not interested in a board position 11.9% 26.7% 34.1% 17.0% 21.5% 12.6% 26.7% 8.9% 5.9% 6
- 7. The Top Legal Department Challenges Improving Operational efficiency Meeting Regulatory & Compliance Requirement Budget Pressure Not Enough Staff Making Better Use of Technology Added Legal Complexity as a result of Globalization Reputation/Relationship with the Business Change Management Patent Trolls 61.1% 61.1% 51.6% 46.3% 43.2% 21.1% 20.0% 18.8% 13.7% Top 5- Legal Department Challenges Improving Operational Efficiency Meeting regulatory & Compliance requirement Budget Pressure Not enough Staff Making Better Use of technology 7
- 8. The BIG Q - Where Do I Start? Where am I today? & How do I go about it? 8
- 9. Poll Display How well prepared are you to successfully implement The New Operating Model? 9
- 10. Poll Display How well prepared are you to successfully implement The New Operating Model? 10
- 11. The beginning of your journey in Transformation 11
- 12. Making Legal Digital Ready Gartner Says 81% of Legal Departments Are Unprepared for Digitalization. Legal Teams’ Digital Readiness Is Crucial to Risk Management and Business Speed Source: Gartner Says 81 Percent of Legal Departments Are Unprepared for Digitalization 12
- 13. Information Governance –Fits the Business Focus Source: InfoGov Basics 13
- 14. Compliance Vs Non-Compliance Source: Berkman Solutions: Contract & Compliance Whitepaper 14
- 15. Poll Display Process – Current Status? 15
- 16. Poll Display Process – Current Status? 16
- 17. Poll Display Process – Current Status? 17
- 18. Poll Display Process – Current Status? 18
- 19. The Legal Operational Maturity Model 19
- 20. The Traditional Model What work we do How we deliver our WorkHow our work gets done Legal Operating Model Service Portfolio Sourcing Model Delivery Model Source: Gartner - The New Legal Operating Model Infographic20
- 21. Service Portfolio Focus On Clients Needs An Avg. of $2.7M lost due to 25% - 40% of a lawyers time spent on matters that DON’T REQUIRE A LAWYER. Delivery Model Belief In Direct Client Service 3/5 employees say they do not have access to necessary Legal Info. To help them make proper business decision Sourcing Model Bias towards Brand and Scale An Avg. of $2.3M Spent annually on REWORK TO ENSURE OUTSIDE COUNSEL meets quality standard Current Approach Flawed Assumption The Traditional Model Source: Gartner - The New Legal Operating Model Infographic 21
- 22. The New Legal Ops Model Focus on your Department’s comparative Advantage Build a cost– effective provider Network Enable Business Ownership New Legal Operating Model Service Portfolio Sourcing Model Delivery Model Source: Gartner - The New Legal Operating Model Infographic22
- 23. Legal Operations Core Competency Source: The CLOC 12 Core Competencies Reference Model 23
- 24. Source: The CLOC 12 Core Competencies Reference Model 24
- 25. Poll Display Process – Current Status? 25
- 26. Poll Display Process – Current Status? 26
- 27. Poll Display Process – Current Status? 27
- 28. Poll Display Process – Current Status? 28
- 29. One Unified Technology Platform for The Entire Legal Ecosystem
- 30. Questions?
Hinweis der Redaktion
- It’s not surprising that only 11.9% are doing justice to the role | And geared to play The Super GC
- Legal Department The Legal department needs to be involved with anything that affects the organisation’s litigation exposures. It should help set policies for the usage and privacy rules of communications channels such as email, social media and mobile devices. It needs to be included in the policies and approvals around defensible disposal, as well as communicating with the business units about the status of legal holds. In terms of eDiscovery, the Legal department should be involved in setting the policies around where information is located, as well as how it is accessed and presented. Risk Management The Risk function will work closely with the Legal department to mitigate all aspects of information risk in terms of litigation exposures, regulatory compliance and damage to corporate reputation. It should also work closely with IT in areas such as disaster recovery and business continuity. The Risk function will also require visibility of how and where different information is stored and how it is destroyed. Compliance Compliance should be involved in determining how information is stored and accessed as well as the establishment of internal measurements and controls on information. It should manage enterprise audit processes as well as being equipped to deal with requests from regulators and auditors. Records Management Records Management is responsible for how paper and electronic documents are categorised, storage and managed. In addition, this function should be involved in setting in place the policies and procedures for capturing and managing new information types from BYOD, social media and Cloud services. It should work closely with Compliance to determine how information should be handled throughout its lifecycle. Information Technology The Information Governance role of IT is to efficiently manage the volume of data affecting the organisation. It should be involved in effectively optimising the use of IT infrastructure and storage, as well as removing redundant technology and systems. It will need to be involved in all aspects of the Information Governance programme to ensure that the IT solutions selected to support the programme will meet the business goals. Information Security Information Security is responsible for an organisation’s security strategy, policy and management. This function should be involved in anything related to the security and privacy of information in use by the organisation. In addition, they will be required to work closely with Compliance and Records Management to ensure that information meets the organisation’s security and data privacy policies, while remaining compliant with industry regulations and industry standards such as ISO.