Within the legal industry, the business process improvement goals of corporate law departments are generally understood. Concepts such as collaboration, innovation, cost optimization and mechanization are amongst the pots of gold sitting at the end of the proverbial rainbow. Specific objectives such as automating common legal tasks, defining and maximizing the value derived by legal spend, using advanced technology to efficiently process and glean key elements from documents, and implementing both outside counsel and vendor management programs are just a few of the process improvement goals typically resident within an organization’s internal legal function.
But how do you get started? What works well and what does not? And how should one prioritize improvement projects? That’s not always so easy to wrap your arms around.
This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.
To view this content, please continue to their sites.
Not a Lexis Subscriber?
Subscribe Now
Not a Bloomberg Law Subscriber?
Subscribe Now
LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.
For questions call 1-877-256-2472 or contact us at [email protected]
