Digital Legal Transformation

Digital Transformation is often described as the “fourth industrial revolution” and is a powerful and ongoing evolutionary force for creating economic value, agility, and competitive advantage. Companies that embrace Digital Transformation are achieving superior business growth, greater customer satisfaction, and stronger market position.

C-suite executives and boards have already centered entire corporate strategies around Digital Transformation. New technologies and operating models are being applied in virtually every part of the enterprise, from core business operations to shared services, with stunning impact. The results confirm the stakes for companies that “become digital”—as well as those that do not.


Digital Transformation is the catalyst for creating expansive value within the legal function and across the wider enterprise.

What is required for transformational change is an entirely new way of thinking that reimagines how services are structured and delivered, aiming to reevaluate every aspect of the law department and its impact on the success of the business.
You do not add Digital. You become Digital.

This “digital first” mindset yields a higher Digital Quotient, the measure of readiness around five essential elements necessary to fully embrace Digital Legal Transformation and derive the resulting business value:

1. Instill a Hyper-Client-Centric Outlook
Deconstruct and rebuild legal processes with a progressive, 360-degree program that ensures highly attuned sensitivity to the complete lifecycle needs of the business and
shared services teams as well as external customers.

2. Access the Power of Data:
Aggregate all forms of data from disparate legal and business sources as the basis for advanced analytics and AI, yielding data-driven insights and actionable content that
deliver measurable ROI and c-suite and board-level impact.

3. Employ Business Management Technology
Integrate a productivity framework that creates new modes of service delivery through empowering user interface, highly interactive portals, automated workflows, practice-specific tool integration, and successful self-service.

4. Spark a Culture of Innovation
Arm the legal team with digital training that complements legal expertise to stimulate innovation by drawing inspiration from other industries and disciplines for expansive
learning and professional development. Accelerate team and individual contribution via greater rewards-based compensation and career progression opportunity.

5. Deepen Operational Excellence
Adopt a zero-based design approach to accelerate gains in service delivery from process reconstruction, integrated automation, highly flexible and scalable resourcing,
innovative dashboards, and applied intelligence.

When all five elements are working in concert, the law department progresses through each successive stage of the Digital Legal Transformation journey to realize the greatest value for the department and the enterprise.


The Imperative for Digital Legal Transformation

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Case Studies

Fortune 150 IT Company

Embarked on a digital transformation journey to handle existing deal volumes while also accounting for growth in volume and complexity without an equivalent increase in resources. Leveraged an integrated, multi-faceted technology platform and transitioned resources to a variable cost vehicle while minimizing disruption in delivering commercial legal support.

All components of the contracting process were encompassed, including streamlined templates, situational-guidance playbooks, a customer-focused negotiation approach, and interactive training for the sales function. Delivery of litigation, ethics and compliance, and immigration services were also transitioned as part of the comprehensive solution and value proposition. Continuous analysis of operational metrics and contract content inform proactive risk and customer account management. Total savings from transactional support model alone accounted for budget savings of nearly $100M.

Global Aircraft Manufacturer

Transformed the end-to-end commercial delivery model to increase team responsiveness and speed-to-market while also setting the stage to reduce global spend.

Established consistent ways of working across geographies, products, and divisions through workshops and cross-team interaction. Previously independent business units now leverage centralized capabilities and operate cohesively. Implemented a client intake portal in response to demand for faster service and reduced contract negotiation duration resulting in improved monthly client satisfaction ratings.

Global Pharmaceutical

Transformed the law department from a regional focus into a global structure in response to a new company strategy, with centers of excellence in strategic areas.

Combined structured data from surveys to measure internal client needs and expectations, and internal resource work allocation. Redesigned the Commercial, Employment, Patent, Trademark, Litigation and Regulatory practice areas to emphasize work in high-value areas, provide resource flexibility and deliver greater service to the business. Transformation was enabled by implementation of global productivity systems to create attorney efficiency and provide transparency to the business on legal processes and costs.

Fortune 50 Auto Manufacturer

Established a comprehensive smart patent portfolio development strategy and patent monetization program to align with the company’s business and technology development strategy.

Detailed analysis of the portfolio demonstrated the potential to generate significant revenue at a lower cost and, thus, transform the IP function from a cost center to a profit center. Implementation included transfer of the existing IP team into a dedicated entity, resource expansion with new skills and technical expertise, redesigned processes built together with outside counsel, and training to instill innovation approaches and mindset.

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