It has never been a more exciting or challenging time to be an in-house lawyer or delivering legal work in-house. We will explore some of the key challenges and latest trends for delivering in-house legal work including; delivering more for less, increasing strategic focus, risk management, the use of technology, future planning and the increasing demand from the business to demonstrate value.

1. Using technology and new processes to make
your legal team more efficient
Jonathan Townend | Managing Director
Leigh Smith | Management Consultant

2. Eversheds LLP | 31/01/2017 |
T: +44 792 072 6452
jt@eversheds.com
Jonathan Townend
The Panel
Eversheds Consulting
Managing Director
T: +44 29 2047 7077
leighsmith@eversheds.com
Leigh Smith
Senior Technology Consultant

3. 1. About Eversheds Consulting
2. Key challenges faced by legal teams
3. Our Legal Technology Maturity Model
4. Technology products and strategies
− Document Management
− Matter Lifecycle Management
− Process Automation
− Management Information and Analytics
− Artificial Intelligence and Virtual Assistants
5. Summary
6. Q&A
Eversheds Consulting

4. Eversheds LLP | 31/01/2017 |
Legal
Consulting
Global Risk
and
Compliance
Eversheds
Ignite
Eversheds
Agile
HR
Consulting
FS
Regulatory
Compliance
Legal Consulting - Full service
management consultancy
delivering legal transformation to
in-house teams across the globe
Eversheds Ignite – a managed
service for in house legal teams,
delivering higher volume, lower
complexity work
Our service offering
Eversheds Consulting

5. The need to do more with less
Managing demand
Focussing the right resource on the right work
Demonstrating value and performance
A lack of tools to support change
We have worked over 50 in-house teams across the globe.
These are the BIG challenges we observe…
Our experience
Legal Consulting

6. Meeting the challenges
Legal Consulting
Process
Resource
Management
Business
Engagement
Technology is an enabler to
overcoming many of these
challenges, but brings with it
it’s own, including:
• Budget
• IT priority
• Saturated marketplace
• Finding time to make the
change
• Knowing what good
looks like

7. Our legal technology maturity model
Legal Consulting
No IT strategy or
investment
Manual and paper
based process
Shared drives,
spreadsheets, email
filing
Document management
and knowledge sharing
Capturing data on
volumes and work
types
System administration
of basic tasks (alerts,
reminders etc.)
Legal processes and
workflows administered
through technology
(intake/ request
management, matter
tracking & closure, e-
Billing)
MI & Reporting
generated in real time
to demonstrate value,
manage resources and
justify investment
Document automation
in place to improve
efficiency of drafting
Self Service tools in
place to enable
business processes
Data driven inputs to
continuous
improvement (cycle
times, insource v
outsource)
Opportunities for
further automation,
Artificial Intelligence
(AI) and Robotic
Process Automation
(RPA) being assessed
and implemented
OptimisedEstablished
Centralised
Manual

8. • You are storing important and sensitive documents on
shared drives and your own hard drive
• You are relying on your email for everything
Common issues
• Risk of data loss
• Duplication of effort
• Security challenges
• Lack of knowledge sharing
• Frustrating environment
Moving towards “centralisation”
The First Step

9.  Centralise all of your assets in one place
 Employ proper version control, no more guessing
which version is the latest
 Work more efficiently
 Work collaboratively
 Store important emails where other can see them
 De-risk, know where your files are, who has
access to them and that they are backed up!
 Capture information for basic reporting
 Set up alerts and reminders
Industry leader
Moving towards “centralisation”
The First Step
Document
management
Improved
Security
Basic
Management
Information
 You may already have
it in your organisation
 IT teams accept and
understand it
 It uses a toolset you
are already familiar
with
 Easy to use

10. Progressing to “established”
The Next Step
• You are looking to engage with the business differently to
provide a better service
• You want or need to demonstrate the value and
performance of the team
• You want to identify better ways of working
• You need to free up resources for higher value work
Common issues
• You capturing data but not driving value from it
• You don’t have a granular view of work type,
workload or complexity
• You have a better back office but nothing has
changed for the business

11.  Do more with less - Improve team efficiency and drive greater
value from existing resources and assets
 Prioritise and focus on the right work – Manage work requests
more effectively and ensure team members are doing the right
work at the right level
 Demonstrate value and performance – Use up-to the-minute
and accurate management information to demonstrate
performance and identify bottlenecks
 Reduce or remove repetitive and/or low value tasks –Free up
resources to concentrate on important matters
 Build better business relationships – Consistency of process,
increased self service and better more readily available information
that will benefit business users
Industry leaders
Progressing to “established”
The Next Step
Matter Lifecycle
Management
Simple Process
Automation
Complex
Management
Information

12. Eversheds LLP | 31/01/2017 |
Matter lifecycle management
Legal transformation
1. Service user
requests legal
assistance
2. GC/manager
notified and
assigned approval
task
3. GC/manager
accepts request
and assigns work
to lawyer(s)
4. Legal team
undertakes work
and updates on
progress
Documents managed
in a secure,
collaborative and
version controlled
environment
Real-time
reporting
Our best practice model for in-
house matter management

13. Eversheds LLP | 31/01/2017 |
Simple process automation
Legal transformation
Select
contract
Complete
questionnaire
Review and
amend
Send Track
• Stop repetitive low skilled, low value tasks
being undertaken by highly skilled, high
value staff e.g. NDA’s and simple agreements
• Better and quicker for the business user
• A Simpler, better and
quicker process for all
parties
• Full audit trial
• Reduced management
overhead

14. Welcome to the Future
• You have an established technology platform and a data driven
process
• You are identifying greater opportunities for automation and self-
service
• You want to achieve even greater flexibility in how and where
matters are processed whilst maintaining consistency and quality
for business users
• You are looking to continually improve your process and service
• Demand can’t easily be met with just a people centric processes
• A need to provide an “always on” 24/7 365 service
Achieving an “optimised” model
Common issues

15. Welcome to the Future
 Artificial Intelligence (AI) based technology such as IBM’s
Watson can change the way Legal works
 Robots and AI can be used to automate laborious and
costly tasks such as document reviews and data analysis
 Good legal training, judgement and council will always be
critical, but robots can lower costs and improve client
satisfaction
 Contract reviews and work allocation are examples of
where this technology is now being applied
 Virtual assistants can service client requirements without
impacting legal team. Eversheds Lawbot can produce
and distribute NDAs, undertake property searches etc…
 Sophisticated analytics tools can provide insight for
continuous business improvement and automated MI and
reporting
Industry leaders
Sophisticated
Analytics
Robotic
Automation &
AI
Increasing self
service
Achieving an “optimised” model

16. A Legal Technology Case Study
Tech Data

17. Case study –Tech Data
40+lawyers
6jurisdictions
The problem
− The world’s leading distributor of IT, communications
and consumer electronics products and services
with 40+ lawyers across 6 jurisdictions
− Key to the success of Tech Data (a business founded on
high volumes and tight margins) is the effectiveness of
its legal team and their contracting process.
− Challenges include the speed to market of new products
and the emergence of new and innovative business
models.
− They needed:
• greater visibility of demand and workload
• powerful management information
• the ability to ensure the right work is undertaken by the right
people
• the ability to scale the legal service more easily
• cost savings through greater efficiency and flexibility

18. Case study –Tech Data
Our solution
OptimisedEstablished
Centralised
Manual
Before
After
Stage 1
−Delivered a matter lifecycle management system to automate legal
request intake, full lifecycle management and reporting as well as outlook
integrated email and document management
−Included automatic routing of legal requests to the right jurisdictional
teams - providing local service with global oversight
Stage 2
−Delivered a contract management system to streamline the entire
contracting lifecycle from request to execution with multiple routes
depending on contract risk and sophisticated approval gates
−Full audit trail of contracting process

19. Though tough to accept, new
software has freed this legal
team to lead, not just ‘lawyer’
Extract from the American Business Journal
about Tech Data’s legal tech transformation project

20. Where to Start?
Optimised?Established?
Centralised?
Manual?
• The Looking Glass Report (available here and on our
website)
• Legal Technology health check
“to-be”
“as-is”

21. Q&A
Jonathan Townend
T: +44 792 072 6452
jt@eversheds.com
• Leigh Smith
• T: +44 29 2047 7077
leighsmith@eversheds.com

22. eversheds.com
©2015 Eversheds LLP
Eversheds LLP is a limited liability partnership