ACC Value Challenge

ACC Value Champions
ACC Value Champions

ACC Value Champions Booklet

Meet the 2018 Champions!

Cutting costs. Improving predictability. Achieving better outcomes. The ACC Value Champions provide models you can adopt to drive value in your own organization.
 
The 2018 Champions
use leading management practices – writing applications, leveraging AI, and applying sophisticated sourcing and staffing models – to help the businesses they serve succeed. They also include a range of innovative collaborations, including the largest-ever managed legal services transaction and a national coordinating counsel model that includes a custom knowledge management platform shared across the outside counsel network.

 


7-Eleven and Seyfarth Shaw LLP

With the help of Seyfarth Shaw LLP, 7-Eleven streamlined its law department to better support the company's real estate portfolio of more than 10,000 properties. They applied a value-based sourcing and staffing model, realigning workflow based on type of matter. Through flat fees and lean six sigma process improvement initiatives, 7-Eleven saw outside spend drop, and new store deal fall-through rates plummeted from 25 percent to near one percent.

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Aarp

Enables compliant self-service through its "Train & Trust: Content QuickPath," a two-hour training and certification program. AARP reduced legal service requests by 36.7 percent, while achieving significant time savings. Clients waited 1,403 fewer business days for content approvals in 2017.

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andeavor and counsel management group

Andeavor Legal restructured, creating "centers of excellence" — one of which is legal operations. The legal operations team centralized all matter creation, bill review, and reporting and analytics, resulting in a 28 percent reduction in legal spend. Teaming up with Counsel Management Group, Andeavor also launched an RFP initiative fixated on value-based fees and comparative cost models. The RFP initiative identified more cost-effective firms and increased use of fixed fees by 30 percent in one year.


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Danaher and Seyfarth Shaw LLP

Built a three-tier service delivery model to optimize efficiency and effectiveness in addressing labor and employment issues. The model includes toolkits on critical areas of the law, best practices, templates and process maps; an internal portal for easy access to the toolkit for Danaher HR clients; and a Global ER4HR Helpline for real-time legal advice on routine labor and employment issues, as well as knowledge management. Through this model, the Danaher labor and employment legal function re-captured over 17 work weeks of attorney time, yielding a cost savings of almost 60 percent.

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DXC Technology and unitedlex

An industry-first partnership dubbed "Legal 2.0," DXC engaged UnitedLex to take over most of the law function — leveraging technology, process innovation, and managed services to reduce operating costs by 30 percent. More than 150 DXC lawyers across the globe became UnitedLex employees, retaining institutional knowledge. By implementing UnitedLex's contract management platform, DXC also experienced faster, more competitive contracting — increasing new business wins from 64 percent to 84 percent.

DeckelmanLearn more

Eaton

Restructured the legal department, adding strategy-focused teams to drive learning, develop best-in-class people, promote efficiency, increase innovation, and enhance client focus. The "Cost-Out" team revamped its outside counsel strategy and built sustainable, value-enhancing processes to manage outside counsel and maximize spend predictability. The company significantly consolidated outside litigation counsel by 80 percent over the past four years and decreased litigation report cycle time by 40 percent. Eaton's legal team also reduced legal costs by 11 percent year-over-year.

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Monsanto and husch blackwell

Designed and launched an innovative national coordinating counsel model for toxic tort litigation. The multifaceted approach includes use of a proprietary algorithm that uses data to accurately assess the risk profile and probable outcomes to channel resources towards more complex cases. As a result, the number of active cases declined by 53 percent and settlement costs were reduced by 30 percent. Husch Blackwell also built a knowledge management platform that shares expertise and work product across the local outside counsel network. With the help of a fixed fee arrangement, Monsanto enjoys predictable spend, down by 10 percent.

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Ocwen FInancial, Hunton Andrews, Orrick HErrington & Quislex

Ocwen collaborated with its partners to re-engineer its due diligence delivery model, coming up with a technology-enabled process that defines roles for each of Ocwen's in-house and external legal teams to fit the unique value they bring to a specific project. Documents were prioritized and fed into a custom platform that utilized artificial intelligence to streamline the review with automated responses and guided help text. Using the re-engineered due diligence delivery model, the team efficiently generated accurate data, delivered significant savings over traditional methods, and provided a database that Ocwen's business and legal teams still reference today for other needs.

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pure storage

Automated contract management and implemented new, integrated intellectual property management tools for a cost savings of over $1 million from increased responsiveness, leaner head count, and an end-to-end order fulfillment process. At the same time, Pure engineers enjoy a highly interpersonal, efficient patenting process. IP productivity increased 160 percent year-over-year with annual savings of $60,000.

Pure Storage Value Challenge Team Picture

 

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software ag

Saved nearly 3 million Euros after its lawyers developed the "External Legal Manager" application to make sourcing and management of external legal services smarter, faster, and more transparent. Software AG also grew use of alternative fee arrangements nearly 50 percent, dramatically improving budget predictability. The legal team now has built 12 active legal applications, and other Software AG departments, such as human resources, use applications developed by the legal team.


VC 2018 SoftwartAG Group PhotoLearn more

tahal group b.v.

Through efficiency, advanced technology, team empowerment, standardization, and internal training measures, Tahal Group was able to bring the majority of work in-house while adding only one person to its internal staff—cutting legal spend by 67 percent and achieving total budget predictability, while improving response time and client satisfaction. The company also implemented cloud technology to handle all corporate and managerial issues of its 30 subsidiaries around the world.

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Walmart

Demonstrating that watched behavior improves, Walmart Legal transformed itself from an in-house law firm to a legal business unit by creating the "General Counsel Insights Platform," an ecosystem of dynamic and connected dashboards on actionable key performance indicators. Through close monitoring, Walmart saw improvements in firm/vendor spend, work allocation, and matter oversight, as well as gender and diversity. By partnering with IT to build the solution, the legal team yielded an estimated $1 million cost-savings, compared to using an outside vendor.

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