Practitioners in the legal services outsourcing market can learn a great deal from our figurative forefathers in the broader Business Process Outsourcing (“BPO”) market. The dean of BPO analysts and bloggers is Phil Fersht, who writes Horses for Sources. In his recent post, Have some outsourcing vendors already thrown in the innovation towel?, Phil suggests that, “While some [BPO] vendors are talking a big game regarding how they intend to broaden their outsourcing services and consulting Read the rest of this entry »
In the interview sponsored by Legal Week, Professor Richard Susskind evokes really useful insights from Rio Tinto managing attorney Leah Cooper into both the motivation for LPO and the process of implementing it with CPA Global.
If you are thinking about working with a Legal Process Outsourcing (LPO) vendor, you will generally do well to evaluate vendors with the assumption that your relationship with the selected vendor(s) will be a long-term relationship and not simply a single transaction. Even if you are seeking a vendor for a discrete instance of work (e.g., a privilege review of documents for a single piece of litigation), you are likely to have recurring instances of similar work, and may want to outsource them again in the future. By investing the resources up front to make sure that the right vendor is selected, you can save potential future costs by (i) minimizing the likelihood of incompetent or otherwise inappropriate vendors, (ii) having selected an alternative vendor in the event a primary vendor is conflicted out or otherwise unavailable, and (iii) having selected a vendor that has the desire and ability to grow with your needs. In forming a relationship with a vendor, I generally recommend that clients establish a dedicated team at the vendor to service their needs.