Once you have answered the questions in the work allocation exercise, you will have a
matrixed approach that puts all of the types of your department’s work into one of the nine
cells in pictured in the graphic above. This paints a clear picture of what work to outsource
(high-risk, low impact on competitive advantage); what work to keep or move in-house (
high-risk, high impact on competitive advantage); what work to eliminate, reduce, or automate
(low-risk, low impact on competitive advantage); and what work to keep in-house but perhaps
automate (low-risk, high competitive advantage). [For a fuller description of each of these
quadrants, see page 12 of the ACC Guide to Value-Based Staffing.]
For work that has medium value due to its competitive advantage or risk profile, but
which is out of balance in terms of the time and resources it consumes, turn to the Process
Improvement section. For work that has low value and can be automated, technology can be
the answer.
Automating Legal Work through Technology
Work suitable for automation includes work of a repetitive nature for which processes are
in place. Commercial systems are frequently available. Some types of work suitable for
automation include contracts that can be completed on a self-service basis using pre-approved
forms and guidelines; discovery management; and compliance training.
Ri
skPote
ntia
l
Impact on Competitive Advantage LOW HIGH
HIGH
VALUE is the combination
of:
Risk Potential (vertical bar)
The extent to which it is possible
for specific types of legal work to
negatively impact the company, e.g.,
financial, regulatory, reputation, etc.
Impact on Competitive Advantage
(horizontal bar)
The degree to which the type of
legal work drives competitive advantage and supports the corporate
strategy.
