Thu 4:30 PM - Actionable Dashboarding

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Actionable Dashboarding

How to Refine Your Strategy with Data Driven Insights

Sandra Ficke-Bradford, Leader LGACC Operations, Motorola Solutions

April 8, 2015

Mark Ross, Global Head LPO, Integreon

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Speakers

Mark Ross

Global Head, Legal Process Outsourcing, Integreon

Sandra Ficke-Bradford

Leader LGACC Operations

Motorola Solutions

VP Analytics Solutions

Apttus

Elliott Yama

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LPO 2.0 – Legal Department TransformationCutting

ConsumptionImproving Efficiency of Legal Operations

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Contract Management:High Level Metrics Report

CONFIDENTIAL – FOR INTERNAL USE ONLY

• Progress: In 8 weeks Integreon has reviewed 352 contracts (i.e. 3,861 pages in 182 files)

• Average Review Time per Contract: 0.63 hours

• Accuracy: 99.59%

• The new QC regime as per the final ratings given at the Review Meeting has been put in place

• We received error report for combined steady state week 6 to 8. The team’s accuracy has been more than 99% in these weeks

• 100% uptime

Performance Overview

Performance Statistics

0

2

4

6

8

0

10

20

30

40

50

60

Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8Contracts Received Contracts Closed

Review Pending

90%

92%

94%

96%

98%

100%

Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Target % Accura

0

2

4

6

8

Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

General Critical Technical

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Contract Management:Detailed Operational Metrics

CONFIDENTIAL – FOR INTERNAL USE ONLY

Daily Delivery Metrics

2.41

3.71

2.72 2.82 2.903.09 3.07

3.51 3.543.07

2.63 2.49

2.011.57 1.52

2.62 2.48 2.462.25

00.5

11.5

22.5

33.5

44.5

Average Turnaround SLA

2.21

1.35

0.87 0.820.70 0.68

0.57 0.51 0.50 0.55 0.530.73

0.50 0.56 0.64 0.64 0.60 0.65 0.60

0

0.5

1

1.5

2

2.5

Average Turnaround SLA

Turnaround Time per Contract (No. of Days) Average Review Time per Contract (No. of Hours)

Individual Performance Metrics

0.82

1.10

0.920.82

1.021.10

0.97

0.660.76

1.080.93 0.88

0

0.2

0.4

0.6

0.8

1

1.2

Average Turnaround Target

0.920.98

0.920.99 0.99 1.00 0.97 0.97 0.98 1.00

0.93 0.88

0

0.2

0.4

0.6

0.8

1

1.2

Average Turnaround Target

% Accuracy for each ReviewerProductivity (No. of contracts/hours) per Reviewer

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Contract Management: NDA ReviewMost Frequent Clause Modification

37

33

34

31

35

34

28

29

30

31

32

33

34

35

36

37

38

Modification

No o

f Cla

use M

odific

ations

Definition of Confidential Information (CI)

Carve-outs of CI

Term and Survival of CI

Governing Law

Duty to Protect Confidential Information

Destruction of CI

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Legal Spend Analytics

DataAnalytics

Dashboard Design

ManagementInformation

• Comprehensive invoice analysis• Domain expertise• Access to resources• Industry knowledge

• Design, construct and implement a dashboard • Optics for legal spend management • Reduction on an ongoing basis • Compliance with internal spend guidelines and fee arrangements• End-to-end support• Industry best practices

• Powerful reporting capability and analysis• Focus on flexibility, data quality and management insight • Concrete, actionable recommendations which will result in spend reductions

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Legal Expenditure Break Down by Type of Legal Services

Commercial Litigation PPPType of Legal Service

A101: Plan and Prepare

A102: Research

A103: Draft/Revise

A104: Review/Analyse

A105: Communicate(in firm)

A106: Communicate(with client)

A107: Communicate(outside counsel)

A108: Communicate(external)

A109: Appear/Attend

A110: Manage files

A111: Other

Overall

Share in Legal Spend (in %)

Draft/revise, review/analysis and in-firm communication accounted for a major portion of the legal expenses

XX% 0f legal spend

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Average Rate Per Hour: By Legal Service (Litigation)

A107 A110A108A103A102A101 A111A106A105A104 A109

Rate

per H

ou

rWeighted Average Hourly Rate

(Nov’11-Oct’13)Minimum RateWeighted Average Rate Maximum Rate

A101: Plan &

Prepare

A102: Research

A103: Draft/Revise

A104:

Review/Analyse

A105: Communicate

(in firm)

A106: Communicate

(with client)

A107: Communicate

(outside counsel)

A108: Communicate

(external)

A109:

Appear/Attend

A110: Manage files

A111: Other

Communication with outside counsel as well as Review/Analysis activities were charged at the highest average rates among all activities

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Legal Expenditure Break Down by Law Firms – Litigation

Firm 2Firm 1 Firm 9Firm 8Firm 7Firm 6Firm 5Firm 4Firm 3

Total Boutique Commercial Firm = XX%

Break Down of Litigation Legal Spend By Law Firms

Notes: Percentages might not add up to 100 due to rounding off

Big Five Firms

Boutique Commercials

SmallCommercial

Litigation legal expenditure was relatively more spread out among Boutique Commercials and Big Five firms, however, one of the Big Five accounted for about XX% expenditure

Sh

are in

Leg

al

Sp

en

d (

in %

)

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Proactive Steps to Build on Data Analytics

• Recommend short, medium and longer term actions our clients can take to cutoutside counsel spending.

• Analyse the work done by lawyers and support staff and recommend whatshould be eliminated, automated, or delivered by alternative resources:

- Fixed fees for bundles of legal services

- Convergence to single source or small panel of providers

- Using more firms, including lower cost regional firms

- Enforcing core staffing requirements

- Targeted training of in-house lawyers who manage large external spend

- Effective budgets for large and medium matters, by practice area

- Technology and automation recommendations

- Alternative providers of services to supplement or replace more expensive lawyers

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Sandra Ficke-Bradford

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OUR REACH LETS US CONNECT WITH CUSTOMERS

AROUND THE WORLD

15

SERVICE CENTERSPRIMARY R&D CENTERS

SALES IN

100+COUNTRIES

7.5KCHANNEL

PARTNERS

2KDIRECT SALES

FORCE

15KEMPLOYEES IN

60 COUNTRIES

12K+MISSION

CRITICAL

NETWORKS

5KGLOBALLY

OPERATED

SITES

100K+CUSTOMERS

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Use Case

Demo

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Key Take-Aways

• Data provides insight into organizational behavior and cultural differences

• Data provides a common picture for all stakeholders, which enables new solutions and increased collaboration

• Timely and efficient reporting allows the Regions to lead

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Looking Ahead

• Need a solution for missing contracts

- Compliance improvements needed

• Tracking users is a challenge

- Users within system vs. approvers outside the system

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Q&A

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Thank You

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