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Corporate legal operations consortium

Corporate legal operations consortium

Cloc (corporate legal operations consortium)

Financial management | Vendor management | Cross-functional coordination | Technology & process support | Service delivery & alternative support models | Organizational design, support, and management | Communications | Data analytics | Litigation support | Intellectual property management | Knowledge management | Information governance & records management | Strategic planning
Chapter 9 | Digitas | Financial management | Vendor management | Cross-functional alignment | Technology & process support | Service delivery & alternative support models | Organisational design, support, and management | Communications | Data analytics | Litigation support | IP management | Knowledge management | Information governance & records management | Strategic planning
Liberty Mutual’s former Director of Electronic Discovery, Glenn O’Brien
Electronic discovery has altered the litigation landscape, but has it gone far enough? Find out if today’s technologies are up to the task of dealing with the emoji age.

Cloc 2017 – day 2 – big thinkers session

Although each organization and team has its own set of criteria, the guidelines in these functional areas – known as the “Core 12” – is applicable to a wide range of environments and organizational requirements. Hover your mouse over each functional area for more details.
Current reality: Today’s internal departments frequently allow only rudimentary use of data and indicators. They may fail to find or access the right data, and they may lack the culture or resources to use analytics consistently.
State that is desired: Data, not intuition, should be used to control and direct the organization. Discover hidden patterns, build new efficiencies, and keep the team focused on consistent, measurable results that matter to the organization.
Current reality: Budgeting in-house departments can be lacking in transparency and predictability. This may result in unanticipated shortfalls, strained relationships with the company, and a lack of financial background when making investment decisions.
Today’s reality: Companies and vendors are often chosen for tactical reasons or because of personal relationships. In the absence of consistent alternatives, internal teams can fall back on conventional pricing and staffing models, which may result in less transparency and value.

Cloc (corporate legal operations consortium) – 2017

“This isn’t all about service providers telling customers, ‘What do you want from me?’ This is about providers and customers working together to enhance engagement for the good of all of us. Jason Barnwell, a member of the CLOC Board of Directors, said, “We want to provide actionable recommendations that educate our behaviors and generate more value from our partnerships.”
CLOC expects over 2,100 people to attend the 2019 Vegas Institute. The research can take a variety of forms. The final study report, according to CLOC, will be available in late 2019. Visit www.cloc.org for more information on the study and other CLOC initiatives.

Cloc institute 2019 – opening session with mary o’carroll

Although the role was first seen in the financial services and technology industries, it is now seen in all industry sectors, as evidenced by the diverse industries represented among CLOC’s membership.
The sector’s youth, combined with its all-encompassing nature, indicates that it is beginning to schematize. CLOC has taken the lead in establishing an industry concept and related standards with the goal of guiding and educating its members, resulting in the creation of 12 “core competencies” that describe the role and serve as the gold standard for professionals entering this sector.
‘It’s all new – it’s not like you’re going into an organizational position where you know exactly what you’re supposed to do: “I need to put this mechanism in place, put that policy in place.” You have to look around to find out what’s wrong and try to fix it on your own, and there’s no blueprint, no pattern,’ O’Carroll says.
I always advise the head of operations to start with the internal operating budget and the budget for outside counsel. Implement an independent counsel management (vendor management) program. Rates can be exchanged with businesses. Examine which businesses are doing which types of work and at what expense. Examine settlements and the actual expense of the lawsuit. At both a macro and micro stage, understand the motors. Look at how the internal team is staffed. Then look to reorganize the department, ensuring that you have seasoned lawyers guiding policy with outside counsel, negotiating rates with companies, putting in place retainer agreements, and putting in place billing guidelines. Examine where, how, and whether alternative fee arrangements should be considered. If you do these things, the company’s spending will almost always decrease.