Legal Operations is the function within the office of the general counsel that takes responsibility for efficient and effective delivery of legal services for the corporation.
Provides a practical approach and process as well as proven tools and techniques for developing a technology plan that will support the Legal function
ACC offers this Legal Operations Maturity Model as a reference tool. Use it to benchmark maturity in any given area(s), bearing in mind that priorities and aspirational targets will vary based on department size, staffing and budgets.
ACC Legal Operations offer this as a reference model. Legal Department leaders are encouraged to use it as a tool to benchmark maturity in any given area(s), bearing in mind that based on department size, staffing and budgets, priorities and aspirational targets will vary.
Areas of focus are: change management, compliance, contracts, records, external & internal resources, financial, IP, knowledge, project & process management, as well as litigation support, metrics & analysis, strategic planning and technology.
Advice on setting up legal operations function
Legal Operations Can Transform the Practice of Law, but Only if Everyone Embraces It.
A study of the state of maturity among in-house legal departments across 15 legal operations functions.
Panelists Vince Cordo (Shell), Hans Albers (Juniper Networks), Helen Fletcher (BNP Paribas) and Thierry Perrouault (Orange) discussed the journey of establishing and advancing a legal operations function, and compared notes on the scope, structure, composition and roles of dedicated legal operations functions. Here you will find the Top Ten takeaways from their discussion.
Case Study <br />- Improving Contracting Process at Discover Financial<br />- Over Hauling Law Department Operations at PG&E
This panel will examine the application of process reengineering to legal functions and the interrelationship of in-house legal, law firms, and legal process outsourcing providers. Attendees will learn from experienced practitioners who have transformed in-house legal departments by optimizing the mix and use of technology (including recent developments in data analytics supporting the integration of e-discovery and information governance), applying best practices and analyzing which aspects of work performed by lawyers, paralegals, and support staff really add value and which are likely candidates to be eliminated, automated, or delivered by alternative resources.