The GC's Formula for Managing Rising Complexity Under Budget Pressure

Where are legal departments experiencing the most pain?

Legal departments are grappling with unparalleled challenges. Budgets are tight but the demand for high-quality legal services keeps growing. It's a tough balancing act to stay cost-efficient while delivering top-notch work. This is where the optimal resourcing matrix comes in.

Whether you're the GC of a Fortune 100 financial services company or the CLO at a health-tech firm backed by private equity, you're probably asking yourself the same question: When do we really need a law firm? This is especially important in a time of rising workloads, complex legal work, and rapidly evolving technology.

The four questions to ask yourself when considering how to best allocate internal and external resources most cost-effectively are:

• What work stays in-house?
• What goes to a traditional law firm?
• What goes to outside legal services and solutions providers?
• Are there new models outside of the traditional firm that can take on law firm work?

What resourcing trends are impacting the legal department today?

With law firm rates reaching a record-high increase of 7.9%, in-house leaders are struggling with rising costs for diminished value. GCs are resorting to using these expensive firms for "overflow" work rather than complex tasks. Despite the soaring fees, a mere 7% of in-house lawyers view traditional law firms as a fully effective solution for their resourcing needs.

Risks, fueled by the rapid emergence of new, mostly unregulated technologies, a post-pandemic reality, and volatile global markets are escalating at an unprecedented rate and significantly impacting marketplaces. With the increase in both volume and complexity of work, most in-house leaders say they lack the right resources.

The aftermath of "the Great Resignation" is far from over, with recent reports indicating that overworked and stressed in-house legal teams are still seeking new positions. With many of these lawyers actively searching for a new role, job dissatisfaction in the legal sector remains alarmingly high.

In the wake of an economic downturn, ballooning work volumes, and emerging legal risks, legal departments are wrestling with mounting pressure to cut costs while still delivering high-quality services amidst hiring freezes and resourcing challenges.

What resourcing model is best in this environment?

The traditional legal resourcing model - split between in-house teams and external law firms - is insufficient during economic turbulence. In-house teams, while essential, face challenges in hiring suitable full-time employees for potentially temporary needs, especially finding the right talent for small-to-medium-sized (SMB) companies in particular.

External law firms, crucial for large-scale litigation and complex matters, are increasingly expensive, with rising costs and limited understanding of client enterprises. Moreover, their advice often lacks practicality and prioritization for their clients' businesses. Combined, these factors have created a disconnect between the service provided and the evolving needs of legal departments.