Good attorneys know how to understand and follow complex legal processes that may seem baffling to others. For instance, they know how to break down the elaborate rules of civil procedure into tiny chunks, analyze each chunk, and identify subtleties that ordinary folk might fail to notice at all. They take these procedures very seriously and work hard to follow them. But they also think about them critically and may notice areas that could be worded more clearly or that reflect an antiquated viewpoint that might benefit from an update.

Corporate law departments (CLDs) need to apply that same rigor not only to legal processes, but to business processes designed to manage and control legal spend. It’s no longer enough to say, “Well that is what we’ve always paid” or “That’s how we’ve always done it.” The financial impact of business processes needs to be critically examined every step of the way, from the moment an organization becomes aware of a potential legal issue to when the matter is closed. Furthermore, the costs must be examined not only at the matter level, but also at the macro level, where the law department is faced with the daunting task of managing an ever-evolving portfolio of disparate legal matters that have to be handled in different ways.

Get Smarter About Spend

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