In part one of his series, former general counsel and current Counsel On Call Director, Eric Griffin, described the waves of change he’s witnessed in the legal industry throughout his career due to the disaggregation and commoditization of legal work and associated rise of managed legal services.
In my last post, I concluded by describing a “three legged stool” model of providing legal services in the modern era; in-house counsel focuses on the business issues, outside counsel focuses on strategy and high level analysis, and the legal business process manager acts as the gatekeeper on costs, process, technology, staffing, metrics and improvement.
But are all types of legal matters amenable to legal process management? If not, what kinds of legal work should be considered for process management?
The fact is, practically all legal tasks (other than those performed in connection with “one-off” and highly unique and infrequently repeated matters) are amenable to process management initiatives. Specifically, managed legal services can bring tremendous efficiency and cost savings to projects involving high volume or repetitive tasks such as (but not limited to) the following: