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Panel discussion with NetApp, Yahoo, and Kaiser Permanente on legal operations metrics and leadership.

Business

Connie Brenton, NetApp
David Cunningham, Winston & Strawn LLP
Jeffrey H. Franke, Yahoo, Inc.
Gregory Kaple, Kaiser Permanente
Jeff Schwarz, Polsinelli PC
SHARING PRACTICE METRICS FOR
LAW FIRMS AND LEGAL
DEPARTMENTS, NOW AND IN 2020
Tuesday, September 1
1:30 – 2:30 p.m.

IN SEPARATE WORLDS
Efficiency vs. Profitability
Law Departments Law Firms

MIRROR IMAGES
Efficiency = Profitability

LEGAL ECOSYSTEM
• Different People at the Table
– CIO
– CFO
– CMO

TIPPING POINT
• The tipping point is the critical point in an
evolving situation that leads to a new and
irreversible development.

Law Department Law Firm
1 Total Internal & External Spend 1 Matter Budget
2 Spend vs. Budget 2 Profitability
3 Staffing / Resource Utilization 3 Billable Hours / Utilization
4 Vendor Performance 4 Peer Benchmarking
5 Savings 5 Performance Quality / Client Results
6 Matter Time to Completion 6 Client Satisfaction
7 Performance Quality 7 Firm Citizenship
8 Training
WHAT WE’RE MEASURING

USE OF ANALYTICS
Law Department Law Firm
1 Understanding spend to minimize
spend (opportunities to save)
1 Understanding partner / firm
performance
2 Benchmarking against industry
rates
2 Benchmarking against industry rates
3 Increase efficiencies 3 Increasing confidence and accuracy
of budgets

WHAT’S ON THE HORIZON
• Napa Conference – Standards for
the industry
• CLOC
• CIO-CLOC

IN-HOUSE DEPARTMENT METRICS
Total Dept and
Practice Area
Spend
Billed Hours,
Fixed Fees,
Staffing Ratios
E-Discovery
Review
Efficiency &
Analytics
Spend by Firm
Vendor or
Service Provider
Performance
Industry
Benchmarks

LAW FIRM METRICS
Matter Budget
Partner
Performance
Client Feedback
Client Wins
Industry
Benchmarks

EVOLUTION OF ANALYTICS
• More and Better Data
• Getting data clean
• Leveraging Technology (Sky, Lex Machina, etc.)
• New Technologies
• Leveraging Analytics Providers and Consultants
• New Audiences (GC, CFO, CEO, COO, Internal Biz Clients etc.)

DELIVERING THE MESSAGE
• Dashboards
• QBR’s
• Operations Reviews
• Performance Reviews
• Budget Proposals and Reviews
• Vendor Selection

DASHBOARD METRIC CATEGORIES
Legal Spend
Contract Management
Training
Instant NDA
Electronic Signatures
Department Metrics
(Headcount, Pro Bono, etc.)

LAW FIRM PERFORMANCE SUMMARY
Quantitative Portfolio Analysis
Category Performance Details Score
Staffing Models
• Partner, associates, paralegal mix
2
Staffing Efficiency
• Timekeepers per matter
• Right-sourcing 1
Fees/Costs • Hourly and fixed fees 5
Billing Compliance • Adherence to billing guidelines 3
Qualitative Analysis (27 Respondents)
Category Attorneys & Engineers
Subject Matter Expertise 3.5
Business Alignment 4
Responsiveness/ Accessibility 3.5
Project Management 4
Creativity 2.5
Budgeting Accuracy 3.5
Proactive Execution 3
Communication 1
Partnership/ Trustworthiness 3
Quality and Presentation 3
Results/ Outcomes 3.5
Response Score
Strongly Disagree 1.0
Disagree 2.0
Neither Agree nor
Disagree
3.0
Agree 4.0
Strongly Agree 5.0

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Varsha Chhabriya

This document discusses key concepts in building a business case for shared services. It provides an overview of the typical steps involved, including collecting current state metrics, calculating benefits and costs, and considering sensitivities. Current state metrics like headcount by activity and processes are important to collect. Benefits often come from reduced headcount through efficiencies. Costs include labor, technology, consulting and site expenses. Differentiating recurring from non-recurring costs supports cost allocation discussions.

Six Trends and the Legal Industry

Prosperoware

This document summarizes six trends changing the legal industry: 1) Cybersecurity threats are increasing and firms must focus on risk mitigation; 2) Technologies allow work from anywhere, balancing security and mobility; 3) Big data can improve decision-making and efficiency if law firms improve metadata; 4) Demand for legal services has declined slightly; 5) Clients have more bargaining power and are applying pricing pressure through alternative fees and process improvement; 6) Firms must cut costs and shift how partners work to become more client-focused and profitable.

Rovi Business Solutions

William Francis

The 2014 Business Solutions budget document outlines several IT projects for fiscal year 2014 including implementing a contract lifecycle management solution, enhancing the multi-stage sales funnel and forecasting, automating revenue recognition, billing and orders, providing real-time insight into external legal spending, establishing a business intelligence platform and master data program, integrating hiring and onboarding systems, developing mobile approval capabilities, rationalizing the appraisal system, and integrating learning management with single sign-on authentication. The projects aim to improve operational efficiency, provide insights to drive better decision making, and establish foundational systems. If successfully implemented, the projects are expected to reduce manual work, improve processes

SharePoint in Capital Markets

Katpro Technologies Pvt Ltd

Pay Now or Pay Later - 12/2018

browzcompliance

Though it might seem cost-effective in the beginning, hiring the wrong contractors could turn out to be extremely expensive in the long run. Without proper screening of contractors, you could be hiring unqualified, uninsured, and unsafe workers. This may lead to an accident occurring at the work site which could lead to a string of problems and uncertain legal and economic consequences. Presentation highlights: - Assessing the economic value of contractor qualification and management solution - Business conditions that make contractor qualification an imperative for many businesses, including the expected costs associated - Potential direct and indirect costs of “doing nothing” - How to outsource contractor qualification to a vendor

Similar to Iltacon cio corporate legal operations consortium (cloc) metrics aug 2015 (20)

ILTA 2011 Integration Of Legal Technology

Ben Wardleworth - Engage - How Collaboration can Win Big!

ILTA 2011 Integration Of Legal Technology

ILTA 2011 Integration of Legal Technology

ILTA 2011 Integration Of Legal Technology

IBM Enterprise Contract Management ROI

Benchmarking: Underutilized Measuring Tool | Dick Dadamo | Lunch & Learn

Better Budgeting Analysis, Better Predictability

BrixPoint SharePoint Experts: Compliance for Banking and Capital Markets in ...

DMC: Use Microsoft SharePoint Technology You Already Own to Operate Efficient...

Legal Transformation and Contract Remediation

Move from Business Intelligence to Advanced Analytics by Integrating IBM SPSS...

Building a Business Case for Shared Services

Change Your Mindset: The Key to Growing Your Accounting Practice

Thu 4:30 PM - Actionable Dashboarding

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Six Trends and the Legal Industry

Rovi Business Solutions

SharePoint in Capital Markets

Pay Now or Pay Later - 12/2018

More from David Cunningham

The business of data analytics and business intelligence 15 nov 2016

50 Shades of Metrics

- The document discusses how legal projects can improve operational and matter metrics that are important for law firm management. It provides examples of how implementing standardized checklists, deal profiling processes, and dedicating resources like due diligence specialists can improve matter budget accuracy and increase profits. Metrics like cost per terabyte stored, percentage of stale data, and client file completeness are examples of operational metrics that can be improved through data cleanup projects. The document advocates tying technology and information solutions to measurable impacts on metrics and business value.

ALA 2005 Outsourcing - Making a Decision that Fits by Dave Cunningham Apr 2005David Cunningham

Ilta 2005 - Evaluating Managed Services - Benchmarks and Case Studies by Dave...

The document discusses evaluating managed IT services through case studies of law firms. It defines managed services and the most common types. Case studies describe how smaller and larger firms used managed services to improve IT capabilities, efficiency and consistency across offices. A litigation firm used managed storage services to address massive data growth. Business process outsourcing reduced costs and increased efficiency. An internal IT scorecard helped firms understand service levels and costs to determine if managed services were appropriate.

Ilta06 developing and selling an enterprise risk management approach by dave ...

This document discusses developing an enterprise risk management program. It defines ERM and outlines key components of an ERM program including risk identification, assessment, prioritization and monitoring tools. Technology plays an important role in both mitigating risks and providing tools to implement an ERM framework. Implementing best practices in ERM can help businesses improve performance and reduce unexpected losses. The document provides examples of how to develop an ERM program, assess maturity levels, and identify risks.

Establishing a framework for it governance by dave cunningham 2007

Ilta 2008 challenges in demonstrating it payoff presentation by dave cunningh...David Cunningham

Lit con 2009 collaborate to mitigate panel - facilitated by dave cunningham...

Ilta 2009 law firm risk management can it grow profitability - panel member...

The document discusses a panel presentation on law firm risk management. The panel addresses how effective risk management can both mitigate losses and contribute to a firm's competitive standing. They cover types of legal risks including IT, data, third parties, financial, practice management, strategic, operational and environmental. Benefits of risk management include cost savings, efficiencies, growth and client retention. The discussion notes trends of risk management becoming a formal department and integrating more closely with technology.

Out with the old it in with the new by david cunningham - sep 2009

This document discusses how law firms can control costs while maximizing the value of their technology investments. It recommends that firms streamline their IT infrastructure to reduce costs and complexity, freeing up resources to apply technology more to legal practice. Specifically, the document recommends virtualizing core systems, optimizing storage, and consolidating data centers. It also suggests evaluating outsourcing some IT services and using practice technologies like document management systems and relationship mining software to enhance client services. With good leadership and the right balance of people, process and technology changes, firms can improve productivity, client relations and gain efficiencies from their technology.

Managing partner retreat using technology to streamline the practice of law...

The document discusses using technology to streamline legal practices. It addresses managing electronic content, risk management, alternative fee arrangements, and improving collaboration. Some key technologies that can help include email archiving, document management, matter-centric content management, and client portals for alternative fee arrangements. The technologies can also help reduce risks, increase cohesion across firm offices and with clients, and engage clients more through access to matter information and lawyers.

Law journal news it is dead article; long live it controlling costs while g...

This document discusses strategies for law firms to control technology costs while maximizing the benefits of technology. It recommends that firms shift their focus from infrastructure to applying technology to legal practice. With strong IT leadership, streamlining infrastructure through consolidation, virtualization and other measures, firms can reduce costs by at least 15% over three years while improving reliability, recovery capabilities and lawyer satisfaction. The document also discusses how electronic redaction software can help firms more efficiently redact sensitive information from large document productions compared to manual redaction methods.

Risk management for law firms chapter 1 ark 2009 by dave cunningham

This document provides an overview of effective risk management for law firms. It discusses that risk management involves balancing risks and opportunities to positively impact a firm's competitive standing. While risk responsibilities were traditionally fragmented, firms are increasingly taking an enterprise-wide view of risk management led by roles like the general counsel. The document outlines key types of risks facing law firms and how risk roles and responsibilities are evolving to take a more proactive, holistic approach to identifying, assessing, and monitoring risks across a firm. It provides guidance on implementing an effective risk management process including communication, context-setting, assessment, treatment, and ongoing monitoring.

Risk management for law firms chapter 2 ark 2009 by meg block

This document discusses governance models for managing conflicts of interest and new business intake at law firms. It begins by outlining the risks of the traditional "hub-and-spoke" model and argues a new centralized model is needed. The document then describes two models - the distributed hub-and-spoke model where clerical staff handle conflicts clearance, and the centralized pyramid model with a specialized research team. It argues the pyramid model places the interests of the firm over individual lawyers and allows for more thorough factual analysis of conflicts.

Trends shaping the future of legal risk management by dave cunningham and m...

The legal market is conservative when it comes to risk management, and firms often view proactive risk identification and policy setting as more perilous than helpful. However, recent events related to data breaches, regulatory compliance, and client issues are driving increased focus on risk management from general counsels, insurers, and clients. Key trends include greater partnership between general counsels and IT leaders on risk issues; heightened attention to data confidentiality and security; engagement of professional liability insurers in risk discussions; and growing client sophistication in evaluating law firms' risk handling capabilities. Over time, firms may transition more risk responsibilities to centralized teams and formalize previously implicit risk mitigation.

Ltn 2010 02 risk glossary by dave cunningham on page 23

Toronto-based Gavel & Gown Software has introduced its Amicus 2010 line of practice management software. The suite includes premium and small firm editions of Amicus Attorney 2010, as well as Amicus Accounting 2010 and Amicus Mobile 2010. The upgraded software features an improved calendar function to help users track adjournment histories and prioritize events and deadlines. It also includes enhanced file management capabilities.

Law firm information security overview focus on encryption by dave cunningh...

The document summarizes key information security regulations relevant to law firms, with a focus on encryption requirements. It discusses regulations including HIPAA, ITAR, Massachusetts Data Privacy Law, Safe Harbor Framework, Red Flags Rule, and ISO 27001. The Massachusetts law requires law firms to encrypt transmitted records containing personal information, data stored on laptops and portable devices if technically feasible, and use access controls.

Hildebrandt baker robbins presentation for coo roundtable 2010 by dave cunn...

Ala 2005 rfp best practices by dave cunningham apr 2005

The document discusses improving the request for proposal (RFP) process. It suggests that RFPs should be used sparingly and that an effective selection process involves identifying new processes interactively and phasing selection and implementation. It provides tips for improving RFPs such as framing the business issues, establishing realistic scope and involvement of subject matter experts. The document also discusses example selection processes and a case study of IT outsourcing RFP.

It sourcing threat or opportunity by dave cunningham- feb 2004