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Claire Louis
For Society of CPCU - Central New Jersey Chapter
                                    May 11, 2010




                                                   1
   The economy
   Transforming change
   A major shift: the client
    as driver of legal costs
   Legal cost-control practices
   Considerations
   Resources
   Discussion



                                   2
   Legal budgets cut by 10% to 25%
   Focus on predictable legal costs delivering
    greater value
   Increasing shift from billable hours to AFAs
   Convergence: consolidation of matters with
    fewer law firms
   Companies moving to smaller law firms with
    lower rates; larger law firms feeling the
    pressure
   Is this a cycle or will the
    changes become permanent?

                                                   3
   Global forces are radically changing the way
    law firms and companies do business
    ◦ Technology
    ◦ Legal process outsourcing
    ◦ Off-shoring
    ◦ Influx of private equity:
      2007 U.K. Legal Services Act
    ◦ Legal education
   Corporations are leading
    the charge


                                                   4
The new focus is on how legal services
           are delivered.




                                         5
   Law firm panels
   Negotiated billing rates
   Case budgets
   Legal billing guidelines
   Electronic billing




                               6
   Use project management and workflow analysis
    to introduce efficiencies into the litigation
    process
   Outsource routine, repetitive legal work such as
    document review and contract drafting to lower-
    cost offshore law firms (Rio Tinto)
   Leverage knowledge-sharing
    tools to reduce redundancy
   Emphasize performance and cost-
    effectiveness when evaluating
    law firms




                                                       7
   Be a leader: educate yourself about the
    innovations in legal services delivery and
    identify opportunities for reducing your
    company’s legal costs
   The key to achieving optimal legal cost-
    control results is a long-term relationship
    with the law firm built on mutual trust: start
    the dialogue now!




                                                     8
   The Association of Corporate Counsel web
    site, www.acc.com, provides substantial
    public information on the ACC’s Value
    Challenge project for increasing the value of
    legal services from outside counsel.
   Law 21: Dispatches from a Legal Profession
    on the Brink, www.law21.ca, a blog authored
    by Joshua Furlong, consultant on legal
    services delivery



                                                    9
DISCUSSION


             10
Claire Louis
Insurance Claims Consultant
  claire_a_louis@yahoo.com
        201-675-1141




                              11

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Legal Cost Containment 5 11 2010

  • 1. Claire Louis For Society of CPCU - Central New Jersey Chapter May 11, 2010 1
  • 2. The economy  Transforming change  A major shift: the client as driver of legal costs  Legal cost-control practices  Considerations  Resources  Discussion 2
  • 3. Legal budgets cut by 10% to 25%  Focus on predictable legal costs delivering greater value  Increasing shift from billable hours to AFAs  Convergence: consolidation of matters with fewer law firms  Companies moving to smaller law firms with lower rates; larger law firms feeling the pressure  Is this a cycle or will the changes become permanent? 3
  • 4. Global forces are radically changing the way law firms and companies do business ◦ Technology ◦ Legal process outsourcing ◦ Off-shoring ◦ Influx of private equity: 2007 U.K. Legal Services Act ◦ Legal education  Corporations are leading the charge 4
  • 5. The new focus is on how legal services are delivered. 5
  • 6. Law firm panels  Negotiated billing rates  Case budgets  Legal billing guidelines  Electronic billing 6
  • 7. Use project management and workflow analysis to introduce efficiencies into the litigation process  Outsource routine, repetitive legal work such as document review and contract drafting to lower- cost offshore law firms (Rio Tinto)  Leverage knowledge-sharing tools to reduce redundancy  Emphasize performance and cost- effectiveness when evaluating law firms 7
  • 8. Be a leader: educate yourself about the innovations in legal services delivery and identify opportunities for reducing your company’s legal costs  The key to achieving optimal legal cost- control results is a long-term relationship with the law firm built on mutual trust: start the dialogue now! 8
  • 9. The Association of Corporate Counsel web site, www.acc.com, provides substantial public information on the ACC’s Value Challenge project for increasing the value of legal services from outside counsel.  Law 21: Dispatches from a Legal Profession on the Brink, www.law21.ca, a blog authored by Joshua Furlong, consultant on legal services delivery 9
  • 11. Claire Louis Insurance Claims Consultant claire_a_louis@yahoo.com 201-675-1141 11