Page 179 - 2019 - Leaders in Legal Business (n)
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DXC Technology and United Lex
In December 2017, DXC Technology, a technology conglomerate of Computer Sciences
Corp. (CSC) and Hewlett Packard Enterprise’s Services business (HPES), engaged United Lex to
restructure its in-house department and manage its team and services.
Thames Water and Eversheds Sutherland
Thames Water has worked with BCLP since 2010 as the main provider of legal services
and transferred this to Eversheds Sutherland as a complete managed service of its legal team in
April 2018. Eversheds’ supports on operational activity under its managed legal services
agreement and the existing legal team from BCLP transferred across to their team.
Unbundling Legal Services and Working Together
Whilst in-house legal teams have the ability to unbundle services, traditional law firms are
well placed to unbundle the entire legal services delivery supply chain. Innovative law firms are
doing just this, and some of the most progressive have fully engaged with ALSPs to partner with
them on this unbundling.
A large part of the unbundling ensures that projects are led by the most cost-effective
provider, which ensures it is the right person or tool for the job, creates efficiencies, and drives
down spend. Some in-house legal teams have requested their panel firms partner with ALSPs to
manage their secondments and further resourcing requests. ALSPs can provide a white labeled
service for this, so that in-house legal teams have one point of contact and also the contracting
entity has the ability to manage quality control.
The unpacking allows for a total mix of legal process outsourcing of low-cost repetitive
work, automation, flex legal resources, and traditional lawyers working with in-house teams to
create a seamless blend and providing the most efficient and effective advice.
The Future
The business of providing legal services to industry has evolved significantly from where
it was, even at the start of this decade. Where will we be in another ten years? With the changes
that have taken place within the profession and in particular the focus on the “business of law,” we
are lining up for greater value for our end customers as costs are more transparent and better
managed, and legal services are approached increasingly like a business rather than a legal practice.
The pace of change is only going to increase. Looking at the wider economy, 43 of the
companies in the Fortune top 100 globally were new entrants since 2008, and some of those
included established names like Apple, who rose from a position of #33 in 2008 to #11 in 2018 –
a phenomenal rate of change.
The legal industry, whilst notably slower to evolve, is having to keep up. Even its slow
pace will ensure more radical changes appear. The need to evolve will be highlighted by the
potential for disruption, as has been seen in other industries such as hotels (Airbnb), taxis (Uber),
and food service (Deliveroo). Law companies are being seen as disruptors in the legal industry as
164
In December 2017, DXC Technology, a technology conglomerate of Computer Sciences
Corp. (CSC) and Hewlett Packard Enterprise’s Services business (HPES), engaged United Lex to
restructure its in-house department and manage its team and services.
Thames Water and Eversheds Sutherland
Thames Water has worked with BCLP since 2010 as the main provider of legal services
and transferred this to Eversheds Sutherland as a complete managed service of its legal team in
April 2018. Eversheds’ supports on operational activity under its managed legal services
agreement and the existing legal team from BCLP transferred across to their team.
Unbundling Legal Services and Working Together
Whilst in-house legal teams have the ability to unbundle services, traditional law firms are
well placed to unbundle the entire legal services delivery supply chain. Innovative law firms are
doing just this, and some of the most progressive have fully engaged with ALSPs to partner with
them on this unbundling.
A large part of the unbundling ensures that projects are led by the most cost-effective
provider, which ensures it is the right person or tool for the job, creates efficiencies, and drives
down spend. Some in-house legal teams have requested their panel firms partner with ALSPs to
manage their secondments and further resourcing requests. ALSPs can provide a white labeled
service for this, so that in-house legal teams have one point of contact and also the contracting
entity has the ability to manage quality control.
The unpacking allows for a total mix of legal process outsourcing of low-cost repetitive
work, automation, flex legal resources, and traditional lawyers working with in-house teams to
create a seamless blend and providing the most efficient and effective advice.
The Future
The business of providing legal services to industry has evolved significantly from where
it was, even at the start of this decade. Where will we be in another ten years? With the changes
that have taken place within the profession and in particular the focus on the “business of law,” we
are lining up for greater value for our end customers as costs are more transparent and better
managed, and legal services are approached increasingly like a business rather than a legal practice.
The pace of change is only going to increase. Looking at the wider economy, 43 of the
companies in the Fortune top 100 globally were new entrants since 2008, and some of those
included established names like Apple, who rose from a position of #33 in 2008 to #11 in 2018 –
a phenomenal rate of change.
The legal industry, whilst notably slower to evolve, is having to keep up. Even its slow
pace will ensure more radical changes appear. The need to evolve will be highlighted by the
potential for disruption, as has been seen in other industries such as hotels (Airbnb), taxis (Uber),
and food service (Deliveroo). Law companies are being seen as disruptors in the legal industry as
164
