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{{image|Twiki|png|The inhouse legal of Tomorrow, yesterday.}}}}{{d|Legal operations|/ˈliːgəl/ /ˌɒpəˈreɪʃənz/|n}}<br>Recursive rent-extraction ''from the consummate rentiers''. | |||
Legal operations are industrialised [[second-order derivative|second-order rent-seekers]] who feed off the direct, ''first''-order [[rent-seeking]] of those members of the legal profession who, shipwrecked on the sacred voyage from pupil to partner, found themselves washed up on the deserted shores of a [[Legal department|in-house legal department]]. | |||
The history of [[Inhouse counsel|inhouse legal]] — how it went from “sleepy backwater for awkward, work-shy, typo nuts” to “military-forensic complex in need of taming with extreme prejudice by [[management consultancy]]” in twenty short years is [[The history of inhouse legal|interesting]], by the way. | |||
== What the MBAs bring to the party== | |||
Now MBAs are not known for their imagination, but they do have a long suit in reductionist analytical rigour and they do love an over-arching metaphorical schema. Management consultants are keen on publishing these, and they will throw [[Microsoft PowerPoint|PowerPoint]] thought pieces around at the gentlest invitation. Lacking the [[subject matter expert]]’s deep grasp of the market, the “in-house legal problem” may be impervious to front-on attack, but they can ''analyse'' it into submission. | |||
You do this by breaking down the intractable whole into [[Legibility|legible]], familiar components that already exist in the MBA toolkit. Each becomes its own little sub-domain, with its own [[LinkedIn job descriptions|workstream lead]]-led [[workstream]], going out and gathering evidence and, basically, getting in the way of the lawyers who are busily trying to execute on their own time-worn business model. | |||
Perversely, [[Workstream lead|change manager]] interference only further slows down the lawyers even — every other day they are fending off a call from a well-meaning analyst asking for feedback on some innovation or other they didn’t ask for and have little interest in using — while the size of the legal operations team grows, and it foments its plans to entrench itself into the legal team. | |||
The legal work catalog, comprises the following components and opportunities: | |||
*Strategic planning | |||
*[[service delivery|Formulating models for legal service delivery]] | |||
*Project management | |||
*[[Triage|Triage management]] | |||
*[[Operationalisation|Practice operationalisation]] | |||
*Organisational optimisation | |||
*[[Knowledge management]] | |||
*Information governance | |||
*Vendor management | |||
*Finance management | |||
*Business intelligence | |||
*[[Continuing professional development|Training and personnel development]] | |||
*[[Legal technology|Technology infrastructure management]] | |||
Suddenly, the business of being an in-house lawyer is worthy of a modern military-industrial complex to support it. | |||
{{Sa}} | |||
*[[Magic circle law firm]] | |||
*[[ISDA ninja]] | |||
*[[Ultimate client]] | |||
*[[Look, I tried]] | |||
*[[OneNDA]] | |||
{{Ref}} |