新商业世界,新法律模式

随着业务创新和协作成为取得竞争成功的重中之重,组织比以往任何时候都更能解决法律,财务甚至技术挑战,而现在却比以往更加清楚 解决业务挑战。

By 其 very nature 和 training, lawyers are well-suited for this brave new world: issue spotters 和 complex problem solvers intimately familiar with the operating system of business. Make no mistake,&金融系统可能会支撑业务,但法治是其运作所在的系统。用 that in mind, lawyers 将 only become more central to business operations in the future.

法律 服务s, regardless of the delivery method, need to be highly interconnected 和 aligned with 业务目标。如今,组织不再在业务独立的孤岛中运作&跨学科的单位无法交流。企业再也无法挑剔诸如法律,网络安全,公共关系,人力资源,隐私,法规遵从和 productivity. Thriving in this technology-driven global economy requires collaboration — with vendors, customers 和 sometimes competitors.

The next few years 将 see a rapid evolution of legal 服务s. Tomorrow’s legal 服务s require 顶级律师事务所的跨行业视角和实践专业知识,创造力和&初创企业的灵活性以及内部法律顾问的实用性和业务整合。这张纸&讨论不断发展的关系&企业高管,内部法律顾问及其服务之间&提供者。它预测了寻求增加法律服务的新商业模式 collaboration, interconnectedness 和 responsiveness.

不断发展的业务格局

迈向更大的全球化的步伐 other things, the Internet 和 e-commerce — means nearly every company 现在具有国际影响力或潜力。他们现在必须与 increasingly stringent regulations, across multiple domains 和 nations, only adding to the complexity of 其 journey. According to Compliance & Risks, there were 关于 2,000 regulations globally in 2003 which has 在2018年激增至16,000[1]. 合规with the specific rules 和 filings of each , keeping up with new 和 revised regulations and shifts in regulatory interpretation is costly 和 difficult to manage. 

不遵守法规的风险比以往任何时候都大, 包括声誉影响,集体诉讼,行政 penalties 和 fines. For example, organizations can be fined up to 4% 违反欧盟通用数据保护的年度全球营业额 法规(GDPR)或2000万欧元。根据加拿大的反垃圾邮件法律,通常称为 即使是首次违反这项复杂法律的人,也可被“ CASL”处以1000万美元的罚款。 

同时,数字化转型使数据治理,合规性,合同和 诉讼管理 重要。在过去两年中,创建的数据多于 整个人类的整个历史。数据在增长 比以往任何时候都快 2020, 关于 1.7 megabytes of new information 将 be created every second for every human being 在这个星球上。同样,到2020年,全球将有超过500亿个智能互联设备 开发用于收集,分析和共享数据。交易产生的大量数据 现在无数的接触点导致合同数量成倍增加 企业需要起草,遵守和管理的安排。信息发现,曾经费力的 现在仅人类是不可能的。数字化为收集,分析创造了巨大的机会 并使用人工智能将数据货币化,但如果不认真实施,也会带来巨大的风险。

技术创新不断发展,已经形成了竞争激烈的全球市场 transformational products 和 服务s. Businesses striving to compete in this environment often find themselves in unknown territory, legal 和 otherwise.

Not surprisingly, according to annual surveys conducted over the past couple of years, Canadian inhouse counsel consistently cite managing regulatory compliance as 其 most pressing substantive business law challenge. Managing privacy 和 data security, as well as technology issues consistently rank among 其 top five substantive business law 优先事项[2].

法律行业不断发展

In response to the 大r business landscape, the legal industry has transformed in the past decade, especially in the relationship 之间 in-house 和 outside counsel.

The modern business environment has spawned a continuous quest for practicality, efficiency 和 降低成本。为了使各组织将法律能力更接近公司的核心业务, businesses 和 increase cost effectiveness, the legal 服务 industry has seen two significant 事件s occur: the sharp-and-steady rise of in-house legal departments; 和 increased use of alternative fee arrangements, competitive bidding processes 和 law firm panels to reduce external legal spend.

内部律师人数增加了两倍

The shift to in-house counsel has been remarkable. The number of in-house lawyers tripled 之间 1997 和 2017[4], 和 grew sharply following the financial crisis of 2008. This insourcing changed not 不仅是律师的角色,而且还带来了改变法律服务方式的潜力 已交付。随着内部法律部门的发展,除了与业务部门之间的距离越来越近之外, 重点已成为更紧密地管理法律支出的一种,以确保 为所提供的服务带来更大的价值。

随着外部法律预算越来越紧,组织已经 也开始寻求替代法律服务提供商(ALSP) 外包法律工作。如今,有19%的法律部门 外包给ALSP以提高效率,但是 large 部门这个数字上升到38%[5]。但是重点 many remained primarily 关于 outsourcing to lower cost resources 相对于法律服务交付方式的真正转变。 同时,作为一个行业,法律服务已开始达到极限 of both the traditional outsourcing model 和 RFPs to add value in the face of increasing 成本受限的世界中的复杂性。

近年来,内部法律部门的规模已显着扩大-有些达到了大型律师事务所的规模。随着更多来自外部律师事务所的成本节省,实现的机会 通过改善法律运作来提高成本效益 identified 作为在受限的法律预算范围内进行管理的另一种有效手段。 Although they value strategic 和 内部专业法律咨询 部门理所当然不再希望支付高昂的时薪 不断增长 volume of routine 和 repetitive work. They 而是希望将其有限的内部资源集中在更具战略意义上 努力。因此,找到简化,消除, systematize 和/or automate routine legal work is of paramount importance. In surveys conducted in 2017 和 2018, it was found 大多数加拿大总法律顾问会 not anticipate 他们的法律部门将在明年发展[6]。这种资源 克制,加之增加 业务问题的复杂性, 是服务交付创新的强大动力。根据这个 same set of surveys, General Counsel 确定的 knowledge management, talent management 和 technology adoption as significant areas of opportunity to gain efficiency 和 improve operations[7].

In this new era, greater collaboration 和 problem-solving in partnership 之间 in-house 和 外部顾问有很大 potential to improve efficiency, increase quality 和 unlock value. This partnership requires harnessing the core business knowledge 和 practicality of in-house counsel augmented with complementary skill sets 和 scale offered by law firms. Together, 律师是告知最佳业务决策,解决棘手问题的有效力量 business challenges 和 尽管增加了业务复杂性,但仍提高了利润

随着企业接受数字化转型,最终的全球影响力以及监管 和法律复杂性,需求 sophisticated advisors with experience in both law 和 many other 学科。在最近的调查中,加拿大将军 Counsel indicated 那 enhancing the operation of the legal department as a strategic business function is one of 其 内部最高法律部门 priorities[8]。其他研究证实,内部律师认识到律师事务所的必要性 to play a central 在提高法律服务的商业价值中的作用。即使组织寻求减少法律 支出,2017年对200多位内部律师的调查-大多数是总法律顾问或 法律负责人-发现 they valued responsiveness, an understanding of the business 和 its industry, 和 deep specialist expertise as the most 选择外部律师事务所的重要因素[9]。简而言之:协作问题解决者。

确定指导哪些公司的重要因素

The survey revealed 那 use of technology has moved well up the agenda. Innovative 服务 delivery 在选择律师事务所时,通过技术比个人关系更为重要, corporate social responsibility, or the size 和 reach of international networks. 

根据法律市场研究公司Acritas的调查,美国公司法人的惊人比例为69% departments believe they haven’t seen any of 其 law firms or legal 服务 供应商创新 the last 12 months[11]。因此,客户越来越多地转向替代服务提供商 寻找灵活的资源,高效 processes 和 technology solutions they need. In order to 为了继续与客户保持联系,律师事务所必须加快其转型工作。这个 will not only benefit law firms 和 the businesses they serve, but provides exciting opportunities for the 下一代律师。经验不再主要 通过深夜的“勇闯”获得 scouring through documents, but increasingly, 和 at an earlier career stage, through the “brainy” work of solving client 问题。执行诸如电子发现之类的任务所需的先进技术 shouldered by the automation of manual processes, 和 the abundance of productivity-enhancing applications, means 那 lawyers have the opportunity to adopt a more holistic 和 informed 而非沉迷于文书工作。 

Throughout these changes one constant remains 真正: the quest for greater value. New legal 服务 delivery models are needed 那 provide streamlined approaches 和数据分析,以使律师能够 to provide increasingly cost-effective, sophisticated 和 strategic support to business.

创业敏捷遇见传统企业

Achieving value across the legal sphere demands new business models 和 an evolving ecosystem focused on collaboration — 之间 not only in-house departments 和律师事务所,还有ALSP, technology companies 和 other 服务 providers.

To answer the needs of clients in the rapidly changing 和 interconnected business sphere, 麦卡锡 Tétrault re-thought 和 re-imagined some of its 服务 offerings and launched MT❯部门。这个 prescient hybrid model combines the firm’s more than 150 years of excellence in delivering legal 服务s with innovative delivery methods. MT❯部门 collaborates with business 和 technology 顾问为客户提供集成解决方案。

这项新的工作力求实现两个世界的最佳:企业家精神,敏捷运营 and light footprint of a start-up; 和 the focus on quality 和 calibre of one of Canada’s 大st, globally active 和 most storeyed law firms.

MT❯部门

MT❯部门 represents a group of new businesses 那 have been either acquired or developed by 麦卡锡 Tétrault. Each business operates as a separate subdivision 和 leverages business, data, technology 和 other consultants to provide solutions for 客户。当前的MT❯Divisions业务范围包括 MT❯3, MT❯对齐, MT❯PlayMT❯i在精益运营的支持下 platform, MT❯Core.

MT❯核心 是精益,可扩展的操作平台 MT❯部门。它建立在具有云功能的环境中,支持人力资源, financial 和 operational needs of each new MT venture. MT❯核心’s sophisticated technology 和 nimble team of specialists ensures that MT business lines roll out 和 scale quickly with reduced overhead 和 without duplicate 流程。这个平台 商业创新还提供了测试新产品的自由 技术在敏捷环境中发展,然后再推广到更广泛的公司。

 

MT❯3 (formerly 沃兹曼s) is the leading law firm specialized in providing advice 和 与数字管理有关的服务 信息。 MT❯3说明了 提供服务的多学科方法,汇集了诉讼技术人员 analysts and project managers with extensive trial experience, knowledge of electronic evidence 和 电子发现功能。 MT❯3使用先进的机器学习技术找到了虚拟的 经济高效地将数据存储在数TB的干草堆中。 Retaining a highly-specialized multidisciplinary team, MT❯3 extends 服务 well beyond traditional legal advice 和 offers a wide range of legal, strategic 和 technical 服务s within e-Discovery, information governance 和 technology strategy.

MT❯对齐 (以前是MT❯OnDemand)是一个不断成长的高素质独立社区 麦卡锡支持的合同律师 Tétrault平台。 MT❯对齐快速提供 customized, flexible resources with both law firm 和 in-house experience to fit clients’ unique 需要。 MT❯对齐与客户创造性地合作,将他们与合适的律师联系起来 实用性,技能的结合 and experience, as well as innovative technology, tools 和 processes. 客户端:(i)是否需要溢出,临时或嵌入式 法律资源,(ii)需要任何水平的项目帮助,或(iii)希望简化日常的大量法律工作,MT❯Align提供 针对他们的特定需求的最佳法律支持。

MT❯Play 是一家全球游戏咨询公司,提供有关双方面临的业务问题的专业知识 the traditional 和 digital aspects of the 游戏业。这个小组为几个人提供建议 areas: eSports, fantasy sports, gaming, i-gaming, lottery 和 sports betting.  Representing 这是另一种创新的服务交付模式,该合资企业由麦卡锡(McCarthy)拥有50% Tétrault, provides the technical 和 strategic business counsel for this emerging industry, 加强了公司的法律服务。

MT❯i is a re-envisioning of 麦卡锡 Tétrault’s national immigration practice. The MT❯i team of counsel, paralegals 和 paraprofessionals take a holistic approach to the practical personal 和 business realities of resettling foreign talent. This wholly-owned McCarthy Tétrault division leverages cloud-based productivity applications 和 advanced document management 和 immigration tools to help clients efficiently 地址 the processing 和 管理大量的移民文书工作。

Each MT❯部门 business line, wholly supported by the state-of-the-art operations 和 technology platform MT❯核心, employs tailored approaches to client 服务 delivery under a unified mandate of providing quality 和 value.

MT❯部门致力于与客户建立成功的合作伙伴关系,包括:

  • Deeply understanding the business needs, opportunities 和 challenges of the industries served to provide customized solutions;
  • Completing projects more quickly to save time, meet deadlines 和 increase speed-to-deal;
  • Streamlining, eliminating, systematizing 和/or automating routine legal work; 和,
  • Improving the overall quality, consistency 和 cost-predictability of legal 服务s.

These businesses all contribute to the bottom line of the firm 和 its clients. MT❯3 grew 在与McCarthyTétrault合并之后,因为客户看到了  the benefit of having their litigation, e-discovery 和 data management needs 处理d all under one roof. MT❯3 has also 继续提供电子发现服务 to 其他律师事务所,带有适当的保密性筛选 到位,因为其对卓越承诺的声誉。 MT❯对齐,最初构思 of as 主要是为了满足客户借调需求的安置机构,现已扩展到客户 大型合同管理项目等解决方案 using artificial 情报。 MT❯Play and MT❯i 是最近投放市场的产品,但已经获得了大量 来自客户的兴趣是由于 their uniquely integrated 服务s.

Achieving the triple-win: a bullish future for legal 服务s

企业越来越多地寻找与他们合作以提供突出服务的服务提供商  and precise expertise 那 bridges the disappearing lines between legal, strategic 和 technical counsel. Cutting-edge legal 服务 organizations 那 see the future 和 opportunities imposed by this brave new world 将 be the allies businesses need to achieve 其 goals 和 embrace 快速变化的现实。

Those who can cost-effectively 和 flexibly deliver value 将 achieve a triple-win for clients, the firm and its lawyers 和 other legal 服务 providers. Clients 将 与他们建立更紧密的关系 service providers, finding an integrated one-stop shop 那 delivers sophisticated expertise 和 深入了解 their 商业。替代服务可实现灵活的费用结构 delivery models deliver greater alignment in pricing 和 ensure value.

律师事务所同样对客户需求有更深入的了解。他们也有机会 for 其 lawyers to collaborate more deeply with other service providers 和 in-house counsel to develop effective, practical knowledge 和 solutions in the areas most relevant to business. 

对于律师来说,这是一个历史上独特的时期。在创新和自动化的同时,有机会开展更有意义的工作-发挥法律作用- handle 精确的细节很多。多学科团队提供技能发展和跨组织学习, while new resourcing models deliver a 法律职业发展的第三种方式。蓬勃发展的职业 前进的道路将传统律师事务所工作的学习机会与 the nimbleness 内部律师的启动和业务整合。律师发现问题的才能 复杂的问题解决将通过 数据分析和更大 multi-disciplinary 合作。法律行业的这种转变将巩固律师在 protecting and 支持法治 业务的操作系统。由此产生的新 business models 将 to enable ongoing prosperity 和 success in a 快速变化的商业世界。

脚注

  1. “Global Growth of Regulations by Region” (last visited 5 March 2019), 线上: 合规& Risks //www.complianceandrisks.com/global-growth-regulations-region/
  2. 麦卡锡 Tétrault, “GC Effectiveness” Surveys, 2017 和 2018
  3. Bill Henderson, “How Much Are Corporations In-Sourcing 法律 服务?” (2 May 2017), 线上: 法律 Evolution //www.legalevolution.org/2017/05/003-inhouse-lawyers/
  4. 同上
  5. Casey Flaherty 和 Jae Um, “ALSPs: Already Here & Looking Upmarket” (20 September 2018), 线上: Law.com //www.law.com/2018/09/20/alsps-already-here-looking-upmarket/
  6. 麦卡锡 Tétrault, “CoLab (TM) Design Thinking” Surveys, 2017 和 2018
  7. 同上
  8. 同上
  9. “Standing out from the crowd: What businesses value most from 其 law firms” (last visited 5 March 2019), online (pdf): 汤森路透 //legalsolutions.thomsonreuters.co.uk/content/dam/openweb/documents/pdf/uki-legal-solutions/report/
    汤姆森路透社从人群中脱颖而出的法律分化报告.pdf
  10. 同上
  11. “69% of all law firms 和 legal 服务s fails to offer innovation, 其 clients tell Acritas” (15 March 2018), online: Acritas //www.acritas.com/news/69-all-law-firms-and-legal-services-suppliers-fail-offerinnovation-their-clients-tell-acritas

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