8 A. Process improvement
TIP: If the law department doesn’t have trained project managers, consider looking to other
corporate groups for project management resources and tools. Other departments may have the
•;Quality Control systems
•;Six Sigma programs
•;Process Improvement programs
8 B. CASE EXAMPLE
BT, Best Sourcing – Best Value
Chris Fowler and David Gribble, BT Global Services UK Legal Team
Timeframe: 2011 to present
Throughout BT Legal, we have been working to optimize internal and external legal spend overall,
use our in-house legal team more efficiently and move team members up the value chain. Through a
detailed study in our UK Legal team (commercial transactions), we found that more than half of our
work was on low-complexity transactions/activities with revenues risks under £10m, and less than
20 percent of all work was on high complexity/higher risk work with revenues/risks over £50m. We
wanted to shift our legal team’s focus to support internal clients on higher value/risk work.
Our time and motion study asked:
1. What specific tasks are team members doing (e.g., drafting, negotiating, administration, etc.)?
2. Are they doing it efficiently?
3. Are there efficiency opportunities?
4. Is it the right structure?
We decided to increase use of offshore legal process outsourcer United Lex (whom we had worked
with since 2010) for simpler repetitive tasks, in order to free up our in-house lawyers resource for
higher complexity, risk and value work. To reduce costs, we wanted to limit use of outside counsel
either to non-routine specialist advice or to very high-value/high-risk work.
Goals and Objectives
Our goal was to increase total legal value by a stretch target of 20 percent in 12 months (fiscal year
2011-12), using a set of “best-sourcing” initiatives, tracking demand and ensuring the optimal blend
of off-shore, onshore and external spend.