Tag: BusyLamp

Cutting costs is a never-ending quest and topic of discussion for legal departments. Like accounting, HR, or marketing, Legal is viewed as a cost center and often at the head of the line during cutbacks.

Of course, what makes the quest to bring down costs difficult is striving to do so without sacrificing quality and productivity. While there aren’t any magic tricks to make it happen, some tools and strategies are available to support the effort and help evaluate costs at the end of each period and at budgeting time. After all, the flip side of the cost-saving effort is demonstrating that spending has been carefully considered, determined to be necessary, and thoughtfully allocated and monitored.

1. USING LEGAL TECHNOLOGY TO STAY IN CONTROL OF OUTSIDE COUNSEL SPEND

One of the most effective techniques for controlling spend is establishing and adhering to a monthly budget and individual project budgets. Legal Spend Management software can make this task easier and more beneficial by allowing for input of more detailed information and more complex analysis of data without an unreasonable amount of time and resources needed for processing.

Such software can also support cost monitoring (and savings) by automatically flagging any out-of-policy billing that might pop up. Whether it’s an ignored cap on hours or total spend being busted, inappropriate staffing (why is a partner doing work an associate could do?), or charges for services and expenses that are not approved or reimbursable, a modern system can ensure that improper amounts don’t slip through. This is particularly important for fixed fee arrangements; you need to be able to ensure that you are still getting the proper staff attention on your matters and that not everything is going through junior associates and hidden in a fixed fee.

It also provides a good framework for setting expectations for the next project or period, whether in discussions with the same outside counsel or a potential new provider. A thorough report can point to cost savings, spending trends, and budget-to-actual comparisons during discussions between a general counsel and a CEO or CFO. This frank openness leads to stronger, more strategic relationships inside and outside the business.

2. DETERMINE WHO IS BEST QUALIFIED FOR THE JOB

Certainly, one of the most significant factors in cost control for a legal department is work allocation. Who is the best person, team, or firm for the job? It’s always a matter of assessing the matter and making the cost/benefit decision.

Whatever it takes: For some cases, there’s no alternative to top-dollar outside counsel with the experience and expertise to provide the best support possible in a critical matter. You need them on board, whether it’s the broad range of talent or the niche specialists they can provide. The key, then, is to provide clear parameters upfront regarding scope and expectations — and delegate support tasks as much as possible, to lower the cost-alternative resources.

Second tier: Some cases don’t justify the costs that come with the largest law firms. It’s not a “must-win” for the organization or a relatively straightforward matter with settlement in sight. There’s a reason that smaller firms exist, and it’s essential to utilize them wisely.

In-house option: Insourcing, when possible, is an obvious way to reduce outside counsel spend if the proper resources are available. Unbundling to leverage technology and in-house personnel is commonplace and the intelligent way to do business today, even if it wasn’t the case historically.

Expanding in-house capabilities: There may come a point where the volume and consistency of work requirements indicate that hiring additional resources will be the most cost-effective action. Make this decision when clear data, such as through Onit’s European legal spend management solution Busylamp eBilling.Space legal dashboards, demonstrates a need for particular in-house options in the future.

3. CONTINUOUSLY MONITOR AND MANAGE QUALITY

If you have instructed new law firms or implemented different billing rules for your existing panel, you want to be sure the quality of work and advice you receive stays consistent with the norm.

Modern Legal Spend Management solutions provide surveys or other similar functionality, providing reliable metrics that provide insights to your in-house team for review. This allows them to score and evaluate firms and make data-driven, informed decisions that ensure you get the most value for your money — and secure your return on investment.

Additionally, Legal Spend Management solutions allow you to track the outcome of cases and how compliant a firm was with your billing guidelines. This is a key advantage for budgeting, reporting, and spending. Having proven, verifiable data about law firm performance allows you to make an internal case for spending more on expert counsel when only the best will do. The key is not to reduce costs for the sake of it but to control costs and get the best value for money.

Request a demo of eBilling.space today. 

With an eye toward budget predictability and managing risk, more and more legal departments are looking for opportunities to implement alternative fee arrangements (AFAs) with outside counsel as an element of legal spend management.

While there was a time when any arrangement outside straight billable hours was uncommon, even unheard of, a greater number of outside counsel firms are now open to AFAs. The issue, therefore, has become one of structuring the best fee arrangement for the situation: one that both parties will agree to align to the goals and financial requirements of each and is based upon accurate historical data that gives the legal department confidence that the arrangement is intelligent and appropriate.

INITIAL CONSIDERATIONS

There are numerous types of alternative fee arrangements utilized these days. Still, before deciding which might be most suitable given the circumstances, it is wise to consider the engagement in terms of actual value to the organization and the desired outcome. Is it a “win at all costs” matter or something much less critical in the big picture? Is compromise an option? Is any future relationship with the opposing party involved a non-issue, or does it involve an entity with whom you will need to continue to conduct business for many years to come? Both internal and outside counsel need to understand the situation clearly.

These factors can immediately help decide which is the best outside counsel firm to perform the work if there has been any doubt. It can also lead to the legal department and outside attorneys then analyzing the situation upfront to seriously consider the best approach to achieve the desired goals cost-effectively, beyond simply the appropriate staffing level.

ESTABLISHING THE ALTERNATIVE FEE ARRANGEMENTS

Trying to get work done for less money is not necessarily the sole — or even primary — reason behind opting for AFAs. The legal department may be looking for predictability and to simply keep costs from being open-ended, or there may be interest in allocating costs in a particular fashion, or to giving outside counsel reason to assume greater ownership regarding costs, or to divide the risk so that outside counsel assumes at least some of it. These considerations can drive the decision regarding which type of arrangement is preferable.

In any case, having relevant data to base the pricing on is critical. In the best case, legal spend management technology can provide budgeting, performance, and billing information compiled from previous engagements involving the same outside counsel and/or similar projects involving other firms. There is no reason to go with a “gut feeling” when concrete data is available to guide you with specific measurements.

With that information providing insight, there is a much greater likelihood of arriving at a “win-win” fee structure — where both parties are agreeable and excited about the arrangement and will not second-guess the project as work progresses.

Many types of alternative fee arrangements can be successfully deployed between inside and outside counsel: fixed fees for the entire engagement; phased fees, with a fixed fee for each segment of a project; value-based fees, where an hourly fee gets augmented by a sum to base upon the favorable or unfavorable outcome of the matter; contingent fees, in which outside counsel gets paid only if its work leads to a financial recovery (in which case it would receive a percentage of that total amount); or a blended hourly rate (for all timekeepers or by category).

But the key is ensuring that you are entering the discussion from a well-informed position. Variables and unforeseen circumstances can arise during an engagement, but having historical data from spend management tools to point to when structuring a new alternative fee arrangement can make both parties feel better about it from the outset.

Request a demo of BusyLamp eBilling.space.

Ask any general counsel what keeps them up at night regarding outside counsel management, what frustrates them, or what makes them want to fire a firm. You’re likely to get some variation on this: unmet expectations.

General counsels are working in a fast-paced world of change, with increasing regulatory complexity and compliance challenges, focus on risk management, and ever-present cost constraints. They want efficient, dependable service from their outside attorneys – and they don’t always feel like they are getting that.

HERE ARE A FEW OF THE SERVICE AREAS AND CHARACTERISTICS THEY VIEW AS MOST IMPORTANT FOR OUTSIDE COUNSEL TO DEMONSTRATE:

• Be responsive. Being attentive and available at a moment’s notice — or at least within several hours — and excited about the opportunity to serve shouldn’t fade away after the contract is signed.
• Respect the budget. The budget is there for a reason. Discuss anticipated departures from the agreed-upon plan as soon as feasible. In billing, accuracy, transparency, and compliance with guidelines are expected and critical to working relationships. Inevitably, there are times when the scope increases and the staffing for outside counsel must expand to accommodate the new requirements. But that shouldn’t mean that there will be an unpleasant surprise waiting to be sprung months down the road: Timely communication can allow for a discussion of developments and restructuring expectations regarding staffing and billing.
• Understanding the business. General counsel expects outside attorneys working for them will know the industry, its complexities, culture, and current trends.
• Utilizing technology. Outside counsel should be comfortable using basic technology and proficient at leveraging the latest developments to provide the most efficient, effective service they can per billable hour.
• Be fair, ethical, and responsible. Staff the work appropriately and don’t try to milk a project for more than it is worth.
• Make it a good relationship. This is less important for a one-off project. Still, it is impossible to undervalue the benefits of a long-term, productive professional relationship of trust and mutual respect.

HOW BEST TO HELP THE RELATIONSHIP FLOURISH AND HANDLE THE TASK OF OUTSIDE COUNSEL MANAGEMENT? HERE ARE THREE KEY WAYS:

• Communication. It’s a simple concept that is sometimes difficult to execute. Nevertheless, it is a critical investment in time and effort; too often, a simple lack of communication or a missed message leads to a major problem easily avoided or more effectively managed with a timely phone call. And remember, the phone works both ways — it’s not entirely the responsibility of the general counsel or the outside firm to initiate conversations.
• Technology. As mentioned earlier, leveraging technology is essential for outside counsel to deliver state-of-the-art efficiency. It’s also a way for general counsel to manage the relationship, through real-time e-billing monitoring and collaboration software, for example. It’s a sensible way to track current projects and leverage information to make informed decisions in the future.
• Mutual respect. If outside counsel is performing admirably, saving money and/or producing exceptional results, they need to be applauded (or rewarded) and, over time, given the appropriate display of earned trust. Similarly, outside counsel should conduct business as if their purse strings were controlling the budget and that the client’s success is their ultimate goal.

Communication and mutual respect are a matter of professional behavior. On the technology front, if you’re a little behind the times, Onit’s European legal spend management solution BusyLamp eBilling.Space can show you how software can be a key team player in collaboration, efficient operations, compliance, and outside counsel management.

Law firms and legal departments may not typically have a reputation for being early adopters of technological advances. But to add value to the business, it is essential now to be taking advantage of the timesaving, performance-enhancing software that is readily available.

Specifically, we will look at software for e-billing, matter management, collaboration, and contract lifecycle management. These tools allow lawyers and other key people at your business to work more accurately and efficiently, focus more time and energy on high-value activities, and gain insight through data capture and analytics. Furthermore, while cost, capabilities, and design vary by brand and product, there most certainly are technological solutions to fit your department or organization, be it small or large, geographically concentrated or widely dispersed.

E-BILLING

By providing a better overview of your legal expenses, along with accuracy and efficiency through automation, e-billing software can allow legal departments and organizations to save time and money and help in-house counsel with controlling outside counsel costs. Additionally, modern legal spend management solutions, such as Onit’s European legal spend management solution BusyLamp eBilling.space, go beyond e-billing capabilities and provide pre-bill information, real-time fee tracking, and powerful analytics. This can give you an edge by turning billing information into strategically important insight for future planning and management.

MATTER MANAGEMENT

Everyone must deal with matter management, from solo practitioners to attorneys at multinational firms and major corporate entities. Some software types will offer features beyond the essential function of managing case and client information, such as documents, calendaring, communications, and contacts. More is not always better, however. You need to define your needs and consider budget and ease of implementation within your current operations. The best matter management solutions will empower the entire organization to work together on legal matters, sharing knowledge and driving results in a highly collaborative fashion.

LEGAL DEPARTMENT COLLABORATION

The ability to collaborate in real-time, securely, and efficiently is critical. Simple tools such as e-mail, instant messaging, and video conferencing are commonplace examples of technological collaboration. But for legal professionals, creating documents, controlling them, sharing, and collaborating in a secure environment has become an essential capability. Again, the key to which platform is best for you rests on your needs: what you want to be able to do, with how many parties are involved, and in coordination with what other systems. Another important factor to consider? What your future looks like. Look for a platform that can scale with your company, supporting the multitudes of processes and documents that come with growth.

CONTRACT LIFECYCLE MANAGEMENT

Contract Lifecycle Management (CLM) involves the end-to-end automation of the entire legal contract management process, reducing costs, freeing up resources, and increasing profits for the organization. The key to an effective CLM solution? One that supports every element of the contract lifecycle — from capture and creation through negotiation, approvals, execution, and management — with integrated AI features to help augment and organize contract review. Integration into existing processes is also critical; to ensure a seamless transition and uninterrupted workflows, look for a solution that works with features like Word and email and can get up and running in a very short amount of time.

Technology is not something for the legal profession to fear. Yes, there may be areas in which software functionality can now deliver a service quicker, cheaper, and better than a well-educated, trained professional. But more than anything, the legal tech world is here developing solutions that will allow the legal profession to operate quicker, cheaper, and better than before — and allow lawyers to use their training and education in a more focused, effective fashion for their clients.

Request a demo of BusyLamp eBilling.space.

“Surprise!” is not something you usually want to hear from someone reporting to you on outside counsel billing or the entire spend of your legal department.

Save surprises for a milestone birthday. In the case of budgeted-to-actual billing reports, there is nothing like the sweet sound of just what was promised and expected.

Given many legal matters’ open-ended and unpredictable nature, don’t expect entirely accurate forecasting. However, there are many steps to minimize the variables and help control risk regarding overall spend, including some measures available through legal e-billing.

1. HISTORIC REVIEW

To look to the future, first, start with the past. A comprehensive review should include the legal services performed in-house and outside, by category; which outside firms performed the different types of service; the mix and billing rates of timekeepers; the number of hours budgeted and billed; and any broken guidelines. Estimating becomes more reliable by reviewing past spend and identifying trends and potential or likely areas of change.

2. ESTIMATE, ESTABLISH BUDGETS, AND TRACK YOUR SPEND

With the features and data available from today’s e-billing software, the estimation, budgeting, and tracking process has become simpler as the information accrued has become more detailed and accurate. By mining the data, it becomes clear what costs, staffing, and time can be reasonably expected from similar matters so that initial estimates can be more on-target. Develop an annual budget broken down by month; track it; check mid-month or phase by phase to see if any forecasts need to be revised and, if so, why.

Establish clear expectations with outside counsel and have them generate regular status reports and request unbilled totals, if necessary.

3. ESTABLISH AND MONITOR GUIDELINES

Established guidelines are essential and should cover the full range of service variables: billing rates and staffing expectations; billing formats; reimbursable expenses; and timing. Establish provisions for failure to adhere to the regulations. For example, what if a 90-day limit is in place for filing invoices, and an outside firm sends a bill six months after the fact? (You do not want a holiday surprise like that for work performed in the summer.)

Download “Getting Started with Billing Guidelines” for examples and how to write them.

4. ALTERNATIVE FEE ARRANGEMENTS

Alternative fees can be a means of managing spend, reducing spend, or eliminating surprises. Arrangements can include retainers (an established amount paid for a specific period), blended rates (covering partners and associates), fixed fees for particular projects, a cap on rate hikes, or a volume discount once reaching a certain level of spend with one firm.

With e-billing systems like those in BusyLamp eBilling.Space, you can establish, share, and submit budgets; track projects, progress, and spending; generate reports; and readily and automatically collect and analyze data.

Of course, given the technological advances of recent years, that should come as no surprise.

Learn more about BusyLamp from Onit, our end-to-end legal spend management solution built for European corporate legal departments. 

In today’s legal world, there are so many compelling reasons for incorporating e-billing technology that it is not so much a question anymore of whether a company should implement it but rather, simply, when (or why not) do it.

While there certainly are features of e-billing that benefit outside counsel in conducting business, we will take a quick look at some of the critical areas in which legal e-billing benefits in-house counsel.

AUTOMATING COMPLEX AND CUMBERSOME MANUAL PROCESSES

Like many technological advances, e-billing automation dramatically improves efficiency and accuracy. E-billing eliminates some of the costly, time-consuming, tedious manual tasks that also run the risk of allowing significant manual errors. Billing information gets immediately routed to a designated approver. In some operations, some task automation allows legal counsel to stay focused on their expertise and real value, not worrying about over-reporting sheet formats or chasing after outside counsel for updates. (A bonus – you will likely find a noticeable reduction in paper costs as well.)

AUTOMATED BUDGET NOTIFICATIONS AND REPORTS

Your company’s specific rules for billing can get embedded for the evaluation and processing of invoices. With approved timekeeper rates and other corporate standards and guidelines (e.g., non-billable items, hourly thresholds, and ceilings, etc. Download our guide for more examples.) for outside counsel locked in, non-compliant invoices that might have previously gone unnoticed can be immediately flagged or rejected. (This, of course, gives in-house counsel a chance to take credit for saving money, too!)

ACTIONABLE LEGAL ANALYTICS AND INSIGHT

With billing information captured with clarity and detail, sophisticated analytics can deliver deep insight into your legal expenditures. This can be a real game-changer. Our clients have found these analytical capabilities to provide valuable information for long-term spend management and a host of year-over-year improvements.

WHY BUSYLAMP?

Sure, other companies are in the legal e-billing marketplace, so why choose Onit’s European legal spend management solution Busylamp.space? Here are a few key elements to consider, features that differentiate our services:

Cutting-edge capabilities: We are at the forefront of legal expense management. We offer an electronic request-for-proposal tool with real-time fee tracking and e-billing. We give you access to outside counsel pre-bill information and real-time tracking compliance utilizing embedded guidelines.

Flexible to fit all sizes: Our scalable SaaS model delivers more value for less money, and our usage-based pricing makes BusyLamp affordable to all businesses. We have seen impressive returns on investment from a broad range of clients. Moreover, our modules are independent, so you can begin reaping benefits even if you are not ready to discard your current software entirely.

Security and privacy: We are as concerned as you are about ensuring that all information remains secure from intentional or accidental mishandling or destruction. We have designed state-of-the-art technical and organizational security measures. We count banks and other major financial institutions among our valued clients, and our specifications have proven compliant with their strict security requirements. Read our checklist and discover why we are one of the safest solutions on the market.

You can contact us for a free analysis to find out how our software solutions can streamline your processes and deliver powerful analytics to help position your legal operations to be efficient and effective for the future.

The most effective working arrangement between inside counsel and outside counsel reflects the best elements of a successful business relationship and a true long-term association. Specifically, it brings together two parties with needs and capabilities aligned, operates collaboratively in an environment of mutual respect and benefits from a foundation of trust and partnership.

Such a relationship does not eliminate the need for “outside counsel management” or make that task easier. Instead, it is welcome evidence of successful outside counsel management by the in-house counsel – including, more and more often, the smart utilization of technology – and a willingness by outside counsel to commit to making the partnership work.

Here are 5 ways to optimize outside counsel collaboration:

1. REGULAR COMMUNICATION WITH OUTSIDE COUNSEL

This should be the No. 1 priority for in-house counsel because, from the beginning, communication forms the sturdy base for a collaborative partnership. Communication includes setting clear expectations – at the beginning and throughout the relationship – and addressing these expectations as often as necessary, as well as providing feedback to one another.

Outside counsel needs to know the goals, objectives, and priorities of the business and the in-house team. It is important to note that objectives and priorities can change over time and from project to project regarding particular elements.

It is also wise to review and reset expectations sometimes. Do this annually or more or less often, depending upon the perceived need. The point is that just because there are set expectations does not mean they will remain that way for eternity

2. REGULAR REPORTING ON LEGAL MATTER PROGRESS

Hand in hand with the communication element is the specific matter of progress reports. This allows outside counsel to provide details about what has been accomplished and share their updated roadmap. It is also an opportunity to note any unforeseen circumstances or scope changes that have arisen or may be forming on the horizon. Along with this, discuss any potential budgetary impact.

3. DISCUSSING BUDGETARY LIMITS

Establish budgetary limits clearly and early. This allows outside counsel to plan their staffing and discuss it as needed with in-house counsel. Both parties should agree that the budget reflects the facts known during budgeting and outside counsel’s experience with similar cases but that changes could occur.

4. EXPEDITING PAYMENTS AND CHARGEBACKS WITH BILLING SOFTWARE

Along with providing transparency and accuracy, e-billing software can expedite the processing of payments and chargebacks.

The software can also support real-time billing conversations by allowing both parties to have identical, up-to-the-minute information about activities performed and the associated charges at their fingertips whenever they want.

5. ESTABLISH A RELATIONSHIP MANAGER AT THE OUTSIDE FIRM

Having one person designated to “own” the relationship can provide additional clarity. This person should also perform billing reviews and track matters in progress and how they stand against the budget.

These elements enable a successful, collaborative working arrangement between inside and outside counsel. Don’t hesitate to weave them in if they sound constructive and are not part of your current fabric. They’ll likely give your operation a step forward in terms of efficient and effective outside counsel collaboration and management.

Learn more about BusyLamp from Onit, our end-to-end legal spend management solution built for European corporate legal departments. 

More and more, the GC is becoming a key, proactive player not just in legal matters – ensuring that the company operates legally and dealing out legal advice (personally or through staff and outside counsel) – but also, in strategic business decisions and issues involving risk management, finance, marketing, human resources, production, sales, and more.

The scope is broadening due to developments in three major arenas that have made multinational companies more complex: regulation, globalization, and technology. As if that weren’t enough, the responsibilities are expanding as budget tightening continues to squeeze resources.

REGULATION

For many GCs, the heightened complexity and volume of regulatory changes are the most formidable of the evolving general counsel challenges. Since the financial crisis that began in 2007, regulatory risk and compliance has grown in importance – including in the eyes of business leaders and board members, who have become more likely to be held accountable for compliance offences. Moreover, the GC must ensure that good governance gets practiced at all levels, including within the subsidiaries of a corporation and even third-party vendors.

Managing legal issues in an increasingly regulatory-impacted environment – which tends to raise the cost of doing business – becomes more complicated when those restrictions put cost pressures on the very legal department charged with making the business compliant and do its best to anticipate what might be around the corner.

GLOBALIZATION

The types of regulations affecting companies are changing along with the kinds of disputes. Cross-border, multi-jurisdictional legal matters are now as commonplace as they are complicated. Many GCs must understand the political and cultural environment within each country and jurisdiction wherein their companies operate – some of which can be alarmingly dynamic. Sophisticated systems and processes can cope with some of these risks. Still, much of the challenge is learning the different mentality, business practices, sensitivities, and perceptions at play alongside stringent foreign rules that might not always be clearly defined or consistently enforced.

TECHNOLOGY

The speed at which business operates continues to accelerate. Online global transactions, social media, and technological advancements have transformed the game. GCs must be ready to act and respond immediately, companies face more scrutiny than ever (24 hours a day), and competition can pop up overnight.

Then there is the matter of cyber security. It’s not just an IT issue. The GC should be part of the discussion about policies, education, vigilance, and how the company might deal with a cyber-attack. Furthermore, the legal impact of an actual data breach can be deep and wide, a communication plan deserving of careful legal consideration, and the legal steps for investigation and potential prosecution demanding.

In this environment, today’s successful GC must understand the business ramifications of legal actions (or inaction); be a trusted commercial advisor as well as a legal advisor; be a gatekeeper, but not a roadblock, who is pragmatic, adding value by preserving value; and help the company understand the value in mitigating and controlling risk – without being too risk averse. The GC must be adept at producing creative (yet legal) ways to achieve business goals and hold firm when there is no such thing.

Beyond that, what is the next round of general counsel challenges? Succession planning, mentoring, determining what resources are needed, and attracting talent – in other words, preparing for the future and whatever it may hold.

Request a demo of BusyLamp eBilling.Space today.

On the surface, it is often easy to look at billing as the conclusion of a phase or engagement. But the fact is that it can also be a source of valuable information to set the foundation for planning and strategizing for the future.

Matter management – that is, effective matter management – has long been the backbone of a well-functioning legal department. The list of disparate entities and activities to track can seem like an administrative hydra at times:

• Numerous law firms, attorneys, and paralegals
• Types of legal work, industries, and other classifications
• Judges, witnesses, opposing counsel
• Documents, budgets, e-mails, deadlines, and invoices
• Ancillary services, such as court reporters and copy services

Modern software has tamed the hydra with organizational capabilities to collect, categorize, store, and deliver data involving all kinds of matter and multilayered details.

BENEFITS OF BILLING SOFTWARE IN MATTER MANAGEMENT

Billing software takes a critical component of the process and delivers additional value in many facets:

• Accuracy: Technology eliminates the potential for errors that can come with manual data entry
• Efficiency: Time-consuming tasks are now automated and lightning-quick; the ability to streamline billing and issue resolution.
• Validation: Billing guidelines that limit hours, billing rates, overtime, and expenses or institute other restrictions can be incorporated and trigger alerts or auto-rejection when invoices fail to adhere to the rules.
• Information: Tracking timekeeper attributes, vendor payments, hourly rates, client codes, and other detailed data create a storehouse of valuable facts and figures for analysis.

This font of information can provide insight into both broad spending patterns and financial nooks and crannies. A key to reaping the most from an e-billing system is to discuss how to handle invoices and other input (e.g., consistent entries beget consistent reports), what information needs to be collected, and what the end goals are to accomplish, and when to conduct spot-checking reconsider billing guidelines.

With this billing-generated knowledge, you can make data-driven decisions quickly and confidently. Among other perspectives, this granular data can reveal litigation trends, total legal team participation distribution, and even individual attorney effectiveness. This can be golden when negotiating, considering alternative fee arrangements, and predicting and controlling costs. It also allows General Counsel to work with law firms on the strategic approach to cases from a cost management perspective and budget more effectively going forward.

As with most technology-driven processes, it is also important to remember that e-billing and matter management will not function optimally if allowed to be static and grow stale. Meet with your account manager, who should stay on top of system improvements developed and industry best practices – and how they can support your company’s vision.

Request a demo of BusyLamp eBilling.space.

Communication is a two-way street – and transparency is what drives communication to be the pathway to a successful relationship. That is the case with the relationship between outside counsel and inside counsel. Too often (in the corporate world), this can be a strained or even adversarial working arrangement, with suspicion, misconceptions, or unwanted surprises taking their toll. With transparency and clear communication, however, both parties can work toward the desired outcome – quality legal services performed efficiently for agreed-upon compensation – while avoiding potholes and pitfalls.

Most importantly, transparency nurtures a trusting relationship that can lead to additional successful engagements in the future and reduce counsel churn.

THREE FUNDAMENTAL ELEMENTS ARE AT THE FOUNDATION OF OUTSIDE COUNSEL MANAGEMENT AND EVERY OUTSIDE COUNSEL-INSIDE COUNSEL RELATIONSHIP:

1. Agree upon clear expectations for scope, staffing, timing, and billing. This can include performance levels, turnaround times, levels of experience or expertise of the assigned professionals, or billing specifics and caps.
2. Establish a schedule for status updates, general communication, and work guidelines, including triggers that would prompt additional updates and rules for pre-approvals for scope adjustments – These updates could be quarterly, monthly, or more frequent, as deemed appropriate.
3. Monitor progress and carefully review final estimate-to-actual reports. Transparent billing software can both simplify the process and provide detailed information for comprehensive analysis.

Transparency is essential to both inside counsel and the outside firm. The in-house legal department must pay close attention to the performance and costs of the outside vendor. Inside counsel must always be ready to discuss how much gets spent and why. A strong business case for this external spend is good for both parties. Transparency makes it easier for general counsel to discuss the strategic value of the arrangement – with a CEO, CFO, or others in the Finance department, for example – as well as recognize trends (increased litigation, compliance, and transactional matters, etc.) and adjust expectations to budget accurately going forward.

For the outside counsel, transparency encourages a firm to be disciplined and function efficiently and effectively. The optimized performance can lead to both parties reaching their goals and the development of a strong relationship based on satisfaction and trust. It can also make for a smooth payment process if there is no reason for argument over hours or perceived overcharges.

On the other hand, a lack of transparency can be fertile ground for mistrust, chargebacks, and late-in-the-game surprises.

If an outside vendor appears reticent or reluctant about providing transparency, it may be that the relationship needs fixing. For inside counsel, surprises are considered harmful, and predictability is a primary goal. A desire to avoid transparency does not necessarily mean outside counsel has something to hide. Still, it reflects a disinterest in the clarity regarding operations that allows accurate, data-based outside counsel management.

And clearly, that is not in the interest of both parties.