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Legal Mosaic Essays on Legal Delivery

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<str<strong>on</strong>g>Legal</str<strong>on</strong>g> <str<strong>on</strong>g>Mosaic</str<strong>on</strong>g>: <str<strong>on</strong>g>Essays</str<strong>on</strong>g> <strong>on</strong> <str<strong>on</strong>g>Legal</str<strong>on</strong>g> <strong>Delivery</strong><br />

What’s The Message?<br />

There are too many high-priced lawyers vying for a dwindling supply<br />

of outsourced corporate legal work. And they are too expensive- save<br />

for those lawyers who are performing the critical judgment work-while<br />

operating within the traditi<strong>on</strong>al law firm structure. Already, law firms<br />

are experiencing changes in their hierarchical models brought <strong>on</strong> by<br />

client resistance to the rates charged by “support” lawyers (those not<br />

exercising judgment and performing more routine tasks). Those lawyers<br />

are valuable, but their value increasingly is challenged by clients<br />

when delivered from large law firms. This presents great opportunities<br />

for creative lawyers to harness collaborative technology to deliver<br />

services <strong>on</strong> a more client-centric, transparent and value-driven basis.<br />

Some are already starting to do so, chipping away at BigLaw’s hegem<strong>on</strong>y<br />

over outsourced corporate legal business. And, until those new<br />

providers achieve greater market penetrati<strong>on</strong>, in-house legal departments<br />

will c<strong>on</strong>tinue to grow.<br />

Think this is all theoretical fluff? I was privy to a recent bid process<br />

involving an AmLaw 100 firm and a fledgling legal service provider vying<br />

for a portfolio of c<strong>on</strong>tract work. The law firm made an “aggressive”<br />

$600,000 fixed-price bid; the service provider bid $70,000-at what I later<br />

learned was a thirty-five percent margin. The service provider got the<br />

work, and the client was pleased by the job, noting its effective use of<br />

legal and technological resources and its capture of data for future use.<br />

Message to law firms: it’s not about the firm structure or brand much<br />

l<strong>on</strong>ger, especially for matters-or portfolios-that do not require a high<br />

degree of specialized expertise or significant judgment. And for those<br />

that do, sophisticated clients are beginning to insist up<strong>on</strong> a supply chain<br />

rather than a law firm doing all the work internally.<br />

Again, this presents opportunities for lawyers-and entrepreneurs-to<br />

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