Interviews of select internal personnel and outside counsel are useful supplements to the survey and
data results. They may add clarifying information and nuances, as well as identify key players for the
transition and to build “buy-in” to the process. It is also helpful to interview the law department’s clients,
who can provide insights into expectations, risk tolerance, and value, as well as potential additional
desired legal services. Potential interview questions are included in the Appendix.
How is the value of the services prioritized in terms of competitive advantage and risk
potential? The answer to this question will determine how work should be allocated or reallocated.
The prioritization process allows the law department to make more proactive decisions about the
services it provides and ensure that it is applying the appropriate level of effort to the right services.
The Value Matrix
During the assessment phase, personnel were asked to value each category of work in terms of risk
potential and competitive advantage. These terms are defined as follows:
Risk Potential is the extent to which it is possible for specific types of legal work to negatively
impact the company – financially, with respect to regulatory compliance, or by damaging the company’s
Impact on Competitive Advantage is the degree to which the type of legal work drives competitive
advantage and supports the company strategy.
A value matrix using these two variables as axes is a useful means of identifying the relative value
placed on the work done by the department.
As can be seen in the matrix, work with both high risk potential and high impact on competitive
advantage is perceived to have the highest value, while the lowest value work has lower risk potential
and strategic impact.