Legal Operations: one good reason to design a legal services map!

Blog 27 september 2018 2 min. lezen
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For many years legal departments were mainly dealing with many (more or less) legal issues. Nowadays they are confronted by a broad variety of many more but strictly legal issues, which companies expect them all to address with swift prudence. This is one good reason to design a legal services map and to also bridge the gap between business it’s expectations and the legal department's proposition.

In my first blog I stressed the importance of a step by step approach and suggested the following steps to undertake:

1. Align with the company’s strategy
2. Design the legal services map
3. Define the desired state of the legal function

4. Perform an assessment of today’s legal function
5. Design the legal operating model
6. Implement the model

To design a services map that actually works and add greater value the legal department first needs to be aligned with the company’s strategy as I wrote in my previous blog.

It is not about the looks, but how well it works

What does a service delivery model for a legal department looks like? It is a legitimate but not the right question. To design a legal services map that works, it must be build upon the outcome of a risk assessment, the identification of the company’s needs and how best to provide legal expertise. General Counsel often assume that the latest in legaltech will bridge the gap between business it’s expectations and the legal department it’s proposition. Unfortunately, without taking a hard look at responsibilities and how well you address your company’s needs, software solutions will not work. And the map itself?

Legal Services Map

Entity

Legal Counsel per business line

Company Group

[name]

 

 

Holding

[name]

 

 

Business I

[name]

Business II

[name]

Business III

[name]

Themes and programs [year]

heme or program

Legal

Risk

Compliance

Financial

IT

Other

GDPR

[name]

[name]

[name]

[name]

[name]

[name]

Regulatory

[name]

[name]

[name]

[name]

[name]

[name]

Corporate Governance Code

[name]

[name]

[name]

[name]

[name]

[name]

IP

[name]

[name]

[name]

[name]

[name]

[name]

IT

[name]

[name]

[name]

[name]

[name]

[name]

Tax

[name]

[name]

[name]

[name]

[name]

[name]

If it’s legal, the service must be good; right?

For business, as non-lawyers, the level of legal expertise is a given. To make a difference it is not good enough to simply offer legal expertise. Internal clients will judge your services mainly on performance indicators like turnaround time; usability, meaning the way lawyers relate to business colleagues; accessibility, meaning how understandable and jargon-free the advice is;  the extent to which the legal services enables business and it’s cost-effectiveness.

Neem contact op met Max

Executive Director of Legal Operations & Management Stuur een bericht