Immigration Bill Gives Competitive Advantage to American Firms

June 14, 2013

In a previous post, I outlined how America’s proposed new immigration regulations (Senate Immigration Reform Bill S. 744) restrict visa availability and increase costs for large employers.  In this post, I outline how “Outplacement” restrictions in the bill will strengthen U.S.-centric third party providers at the expense of India-centric third party providers, and will benefit captive providers as compared to either type of third party outsourcer. Read the rest of this entry »

LPO: Approaches to Technology

November 17, 2010

In managing for efficiency, managers often refer to the intersecting elements of people, process, and technology.  Legal Process Outsourcing (LPO) industry participants initially focused on reducing people costs by moving work to lower labor cost jurisdictions like India.  For most, it quickly became apparent that coordinating onshore and offshore labor to deliver consistent, measurable results would also require the development of consistent, coordinated processes.  However, their approaches to technology are among their most significant differences from each other.  Some industry participants have invested in the development of industry-specific technologies that allow them to tightly integrate their people, processes, and technologies.  Others have adopted technologies on a project basis to provide the best fit for each client, while still others have adopted a combination of these approaches. There are pros and cons to these approaches, and potential clients should fully consider them when selecting an LPO provider.  Read the rest of this entry »

CMS Cameron McKenna’s Tony Wright Outlines Middle Office Outsourcing Efforts (Part 2)

June 9, 2010

Global Legal recently spoke to Tony Wright, Cameron McKenna’s Director of Operations, about its decision to outsource its middle office services to Integreon.  In the second of this two-part post, Tony talks about the risks and benefits of the deal, the decision to choose Integreon over larger BPO vendors, and the budding interest of other large law firms in this type of arrangement.

If you missed part 1, you can find it at CMS Cameron McKenna’s Tony Wright Outlines Middle Office Outsourcing Efforts (Part 1).

Read the rest of this entry »

Infosys Finally Focusing on LPO (Part 2)

May 30, 2010

I recently spoke to Rahul Shah, LPO Practice Head at Infosys, about the LPO market and Infosys’ place in it.  In the second of this two-part post, Rahul talks about the advantages and disadvantages of Infosys’ size and how he views their strengths.  If you missed part 1, you can find it at Infosys Finally Focusing on LPO (Part 1).

GLOBAL LEGAL:  What does Infosys see as its competitive advantage in LPO? 

INFOSYS:  There are lots of companies that have come and gone in the LPO industry, but Infosys is a big player with large relationships, commitment to quality, risk mitigation and governance, financial strength, IT strength and infrastructure scalability. There are multiple environmental forces that are impacting the law firms and a General Counsel’s office. Examples include globalization and rapid digitization. Hence, given the rapid changing environment, law firms and general counsel need transformational partners in their journey to evolve into the law office of the future. Key components of our approach include our focus on domain expertise, attracting and retaining the best industry talent and being transformational partners with our customers. We believe these factors make 98% of our clients come back with repeat business. Read the rest of this entry »

Infosys Finally Focusing on LPO (Part 1)

May 28, 2010

When I ask some of the larger LPO vendors about who they consider their competitors, they rarely name Infosys.  However, if I ask specifically about Infosys, there is always the recognition that, as I outlined in Expanded Service Models for LPO Vendors, it has the potential to change the market.

I recently spoke to Rahul Shah, LPO Practice Head at Infosys, about the LPO market and Infosys’ place in it.  In the first of this two-part post, Rahul talks about Infy’s LPO offerings and clients, his estimate of the market size, and the ways in which LPO works with law firms. Rahul’s responses to my questions are below.   Read the rest of this entry »

BT Transitioning Legal Services Captive to UnitedLex

March 30, 2010

In a very significant event, both for the industry and for UnitedLex, BT (British Telecom) has announced that it is transferring the duties and personnel of its captive legal services unit in India to UnitedLex.  (See Full Disclosure below.)

BT, a Fortune Global 500 company that operates in 170 countries, set up a subsidiary legal services unit (a “captive” in industry parlance) in Gurgaon, India five years ago.  We know from the very nature of its business that BT is familiar with offshoring generally, and, because it ran a captive legal services center for five years, we also know that it is intimately familiar with legal services offshoring.  According to David Eveleigh, General Counsel for BT Global Services, the announced reason to divest was to “gain access to an established Legal Process Outsourcer who can offer industry best practices and provide global scalability.”  The deal is important for the industry because it suggests that BT’s experience demonstrated the value of outsourcing legal services, even if it has reconsidered its position in the captive vs. vendor offshoring dilemma.  Read the rest of this entry »

Expanded Service Models for LPO Vendors

January 12, 2010

 (click here to expand the diagram)

In a recent post (New Locations Offer a New Twist on Offshoring Legal Services), I highlighted the growing geographic breadth among Legal Process Outsourcing (LPO) vendors.  Geographic breadth helps vendors distribute their operational risks and costs while providing access to a wide range of talent.  Another measure of a vendor’s “breadth” is the range of services it offers. 

As illustrated in the diagram above, vendors providing LPO services cluster into three major categories along a wide “services breadth” spectrum.  They range from very small companies often focused on a single LPO service area (or those with only a tangential LPO offering), to others offering a full set of LPO services but little else, to those offering not only LPO services but a suite of outsourcing services that may include other Knowledge Process Outsourcing (KPO) services (LPO is considered a specific type of KPO service) or even generalized Business Process Outsourcing (BPO) or Information Technology (IT) outsourcing services.  Read the rest of this entry »