MAXIMUM CLIENT VALUE
We offer a complete end-to-end service on any ongoing legal work or individual project, whether simple or sophisticated. We build a tailored approach, designed and supervised by market leading legal experts, and staffed using the right people for each task.
ROUND THE WORLD RESOURCES
Our global platform means that the legal services a client receives from us are not constrained by the time zone in which they operate. We can provide clients with a matter team using any combination of our 4000 lawyers, across any of our 50+ offices. These teams span all time zones to provide 24 hour resourcing, meaning we can comply with the most demanding turnaround times, designating legal teams across multiple time zones, practice areas and geographies to get the job done, to the right standard, and in the right timeframe.Read the case study
DATA GATHERING AND ANALYSIS
Using intelligent data gathering and analysis, we are able to gain new, sophisticated insights into our clients’ legal positions and the progress of their matters in real time. For our clients, the scope and potential impact of these insights is considerable. It could mean live updates on every element of a transaction involving thousands of contracts, or across a portfolio of hundreds of claims. It could mean receiving this information through heat maps, or via an interactive portal. It could mean gaining a deeper understanding of their underlying legal position, leading to a different and more successful strategy.Read the case study
RUNNING ANY LEGAL PROJECT OR PROCESS
With a complete range of legal expertise, supported by resourcing, process and technology specialists, we can deliver any scale and any type of legal project or internal process, end-to end. This could be a one-off mass review of corporate positions across thousands of contracts, requiring efficient handling of the routine issues, but needing specialists for more complex items and quality control. Alternatively, it could be the ongoing delivery of work that internal client legal teams might not be able to complete with the same efficiency or at all; at the same time freeing up those client teams to focus on areas where they add the most value.Read the case study
EFFICIENT WORKING AND OPTIMAL RESOURCING
By using sophisticated process design and project management techniques, we are able to ensure that the teams we assign to projects complete them in the most efficient way possible. Similarly, by allocating individuals to matters in an intelligent way, drawing on the offices across our platform, our Flexible Fee Earners and our Hubs, we are able to ensure the right people are doing the right work.Read the case study
TECHNOLOGY AND AUTOMATION
Technology is key to our delivery of maximum value to clients. This can mean completing tasks which once required extensive manual effort, more quickly and efficiently. It can mean using automation to prepare contracts rapidly and with enhanced quality control. It can also mean getting a better result for clients than would have been possible using traditional techniques, such as gaining a more rapid and nuanced understanding of a client’s problem or opportunity by using contract analysis tools.Read the case study
The NRF Transform Client Benefits rely on innovative use of people, process and technology. We achieve this through a toolkit of options that augment or enhance our traditional service model in one of these three areas. Our Hubs act as innovation centers in all three of these areas.
We are re-evaluating how we complete legal work, and breaking each legal project and process into its constituent parts to find efficiencies or ways to deliver a better client outcome.
PEOPLE AND PROCESS
Exchange is our internal resourcing system, which allows our lawyers, wherever they are based in the world, to access support and spare capacity in other offices. We also use Exchange to pinpoint where we may have lower cost capacity to support lead lawyers working on cost sensitive matters.
Supported by proprietary technology, the program allows us to rapidly identify and deploy the appropriate staff for any given matter. It underpins the NRF Transform Client Benefits which call for an intelligent deployment of our conventional legal teams. By allowing us to manage localized capacity excesses and shortages, it also enables a leaner business model, generally providing a more cost efficient service for clients.
FLEXIBLE FEE EARNERS
Our Flexible Fee Earners are professionals who work on-demand, and often remotely, to augment our conventional teams. They provide additional agility to the staffing model enabled by the Exchange program, allowing us to allocate additional resource to match client demand.
The program also allows us to retain specialist individuals, whose talents are required infrequently, but are crucial when needed. Our Flexible Fee Earners are typically individuals who trained with Norton Rose Fulbright or at other leading firms, and who are now seeking greater flexibility in their working arrangements.
In selected offices and teams, we have moved to a structured work allocation model, where professional resource managers support Partners in managing the distribution of work. This means that we can ensure that client matters are resourced as effectively as possible, and that our lawyers are utilized in a way that supports their long term development.
Together with Exchange, this supports the NRF Transform Client Benefits which call for an intelligent deployment of our conventional legal teams. It also allows us to map client relationships and account for these in all work deployments, ensuring the firm’s full institutional understanding of a client is brought to bear across matters, and strengthening this understanding over time.
LEGAL PROJECT MANAGEMENT
Our lawyers are supported by our legal project management team. These professionals assist in planning, structuring and reporting on complex legal matters and large client portfolios. The legal project management team works directly with clients and matter teams to ensure that work is completed efficiently, on time, on budget, and to the right quality.
By automating document production, we are able to produce draft contracts or letters rapidly, with a high degree of quality control, and, if needed, in bulk. This can support faster turnaround times on conventional matters, or the efficient administration of matters requiring ongoing or large scale document production.
We use a number of tools that allow us to co-ordinate teams and activities in a more transparent and efficient way. This often underpins a process-based way of working, and enables the use of other technology, either directly or through APIs.
Once data is structured – often a natural by-product using a process-based and technology-enabled approach to work – we use a range of tools to share information in an intuitive way with clients.
By processing and analysing large quantities of data, we are able to identify specific pieces of information, or general patterns, that would never have otherwise been identified. We are also able to structure information for clients, so that they can access the data they already hold, but do not fully benefit from.
We are piloting a number of AI tools, focused on document review and analysis use cases.
We could look to use this as part of a wider legal process, for instance reviewing market precedents ahead of a negotiation, or scanning and sorting correspondence for bulk claims work. Alternately, this may be part of a substantive stand-alone review process, allowing reviewers to more reliably and rapidly locate relevant sections of documents.
Trials in a controlled environment should allow us to understand accurately the quality and time benefits of the tools, giving us confidence when relying on the tools in scoping and pricing a piece of work.
The impact of technology is significantly increased when technologies are used together through application programming interfaces (API). If a workflow tool tracks progress of activities against a number of milestones, a visualization tool can be used give a holistic view of project progress. If large numbers of contracts for amendment are held in a workflow data base for analysis, an AI tool could extract information, which could be feed into a report through document automation.
At present these connections often have to be set up on a bespoke basis, for individual matters. In the near future, we expect the use of these connections to be significantly more common.
HUBS – supporting people, process and technology
Our Hubs in the UK (Newcastle) and the US (Houston), are centers for innovation in the use of people, process and technology in a legal setting. All work completed by the Hubs is part of a defined process, designed from first principles around the required outputs. Some of these processes are re-used on frequently repeating types of work, others are bespoke to a particular client’s requirements.
Legal work in the Hubs is staffed principally by Legal Process Assistants (LPAs), who are typically recruited as graduates. Once a process has been developed, an LPA is trained against that process, completing dummy exercises (or shadowing a more experienced LPA on live work) until they reach a pre-agreed standard. LPAs continue to be supervised closely by on-site Associates, and the teams they work with in other offices.
Because the Hubs work to defined processes, they are able to integrate technology in a repeatable and demonstratively effective way. The design of these processes, and integration of technology, is overseen by dedicated specialists located in the Hubs.
The Hubs also underpin the NRF Transform Client Benefits that require the reliable and rapidly scalable delivery of non-legal or non-specialist work. This could be part of a limited individual matter with commoditized elements that need to be delivered cost effectively. It could be part of a major transaction, requiring the rapid deployment of large teams. By using a robust approach to training, supervising, and delivering the work, it is also possible to resource work at a more junior level than has historically been possible, while simultaneously improving the quality of the output.
- Round the world resources
- Data gathering and analysis
- Running any legal project or process
- Efficient working and optimal resourcing
- Technology and automation
- Flexible Fee Earners
- Resource Management
- Legal Project Management
- Artificial intelligence
- Big data
- Workflow management
- Connecting technologies
Resource management ensures all legal work is staffed efficiently and appropriately.
We do this by formally profiling the skills and experience of our lawyers, and using embedded Resource Managers to help assign legal work. Not only does this mean we get the best people on each project using a fair and consistent approach, but we can rapidly scale an extensive and suitable team for any given matter.
During 2017, Resource Management was piloted in selected practice areas in London, Warsaw and the Middle East. During 2018 we plan to expand the approach to cover much of Europe, the Middle East and Asia, and to pilot the approach in North America.
Legal Project Management supports large or complex matters to ensure efficient day-to-day management and milestone delivery.
Our Legal Project Managers are embedded in complex transactional teams, but also design processes and provide support and training to our lawyers. We ensure that all our lawyers are equipped to manage projects more effectively, which allows us to drive efficiencies in how we work, while enhancing the quality of our service to clients.
We have Legal Project Management teams in Canada, U.S., Australia, and will be expanding to Europe in 2018.
A major challenge in introducing new technology to law firms, is bridging the gap in understanding between legal and technology experts. This involves understanding where the lawyers’ ways of working, and the tools becoming available through new technology, need to be adapted. Doing this, then supporting the introduction and adoption of technology, is the task of our R&D team.