Legal operations means running in-house legal like a business, focusing on competencies like financial management, analytics and service design to make legal efficient, effective and fit for the modern business.
This knowledge hub collects a series of resources that will help to explain the importance of legal operations, as well as providing practical advice as to how to get started at your company today. Use the links below to navigate around this page.
Legal operations competencies
Financial management | Vendor management | Cross-functional alignment | Technology & process support | Service delivery & alternative support models | Organisational design, support & management | Communications | Data analytics | Litigation support | IP management | Knowledge management | Information governance & records management | Strategic planning
More Juro legal operations resources
Webinar: designing data-driven legal teams | Webinar: getting started with legal operations - from nothing to something | Podcast: building data-driven legal teams | New to the role? Make your mark in legal ops | Further reading, links and resources
If you have resources you'd like us to add to this page, or requests for further information on legal operations, get in touch anytime, and subscribe to our mailing list at the bottom of this page for all the latest insights on legal ops.
In 90 seconds: what is legal operations?
Legal ops explained in 90 seconds 👇
For more video resources on legal operations, check out our YouTube channel.
Legal operations: the CLOC competencies
The Corporate Legal Operations Consortium is one of the leading industry bodies working to make in-house legal more efficient, effective and fit for the modern business. CLOC has a helpful framework of 12 competencies, ranging from foundational through advanced and mature levels, through which to understand legal operations. These are set out here:
© 2018 Corporate Legal Operations Consortium, Inc. For more information on legal operations, visit CLOC's website.
A mature legal department with effective legal operations should have developed a high level of competency in each of these core areas. Successful legal operations teams will often draw on non-legal talent to drive these areas forward - putting finance experts in charge of budgeting, IT people in charge of the tech stack, procurement professionals in charge of vendor management, and so on.
Juro's legal operations eBook
Download the entire eBook for free here: 'Legal operations - how to do it and why it matters'
Foreword | Introduction | Financial management | Vendor management | Cross-functional alignment | Technology & process support | Service delivery & alternative support models | Organisational design, support & management | Communications | Data analytics | Litigation support | IP management | Knowledge management | Information governance & records management | Strategic planning
Legal operations is so important to the future of in-house legal that we wrote a book about it, gathering insights and experiences from expert thought leaders from around the world. They include GCs, heads of legal, heads of legal operations and VPs; their companies have included S&P100 and NASDAQ100 components, fintech unicorns, British retail giants and ALSPs.
You can download the book in its entirety here, or we've made each chapter available in full online below. Pick the competency you'd most like to learn about, and read the insights of some of the foremost legal experts that the industry has to offer.
Legal operations - how to do it and why it matters
Chapter 1 | A seat at the table
Jameson Monteiro, Head of Legal Operations, Assurant | Read the full chapter
How can lawyers speak the same language as their finance colleagues, and win their trust with smart forecasting? Become a budget hero with better financial management.
Chapter 2 | What makes a sophisticated buyer?
Denise Nurse, CEO & Founder, Halebury | Read the full chapter
Learn how to become a sophisticated buyer of legal services: best-practice advice for finding, appointing, monitoring and managing external counsel.
Chapter 3 | How to make friends
Mike Russell, Lean Leader, Legal Operations, Ingersoll-Rand | Read the full chapter
Make friends and influence people by aligning legal collaboratively with the most important functions in the business - because no lawyer is an island, and everyone needs friends.
Technology & process support
Chapter 4 | The rise of the lawyer-engineers
Dean Nash, GC, Monzo | Read the full chapter
Hitting 350 employees and 850,000 customers inside three years doesn’t leave much time for legal tech procurement. Find out how Monzo engineered their legal function for unstoppable growth.
Service delivery & alternative support models
Chapter 5 | How satisfied is your internal client?
Max Hübner, General Counsel & Executive Director Legal Operations, DPA Professionals | Read the full chapter
Find out how to map legal’s needs against its resources, and monitor internal client satisfaction, to deliver the best-in-class legal service your business wants - and expects.
Organisational design, support & management
Chapter 6 | Creating an empowered legal team
Natalie Salunke, VP Head of Legal Europe, Fleetcor | Read the full chapter
Find out how to manage a globalised team and maintain consistency as a business grows organically and acquisitively, in a legal industry that’s never been more complex.
Chapter 7 | Thinking outside the inbox
Jason Macarthur, Head of Legal Solutions, DWF | Read the full chapter
Breaking the habit of a lifetime and overcoming the inbox is a big ask for any lawyer. Find out how to rethink communications for the modern business - and keep stakeholders onside.
Chapter 8 | The foundation of a successful legal department
Lucy Bassli, Founder, InnoLegal Services | Read the full chapter
Data, and its smart, tactical use, will be the foundation of the next generation of successful legal departments. Identify the crucial analytics to monitor - how, when, where and why.
Chapter 9 | Digital tools solving digital problems
Glenn O’Brien, Former Director of Electronic Discovery, Liberty Mutual | Read the full chapter
Electronic discovery has changed the game in litigation, but has it progressed far enough? Find out whether today’s tools are adequate for the emoji era.
Chapter 10 | Protecting what matters most
Faye Moran, Senior Legal Operations Manager, Marks & Spencer | Read the full chapter
Few in-house practice areas can directly influence revenue more than IP, but how can you best realise that value in an in-house environment that demands more for less?
Chapter 11 | How to make your team smarter
Founder and Chairman, LegalWorks Nordic | Read the full chapter
How do you build an in-house knowledge management system from the ground up, and why should you? Read reflections from the front lines in the battle to preserve legal knowledge.
Information governance and records management
Chapter 12 | Keeping your corporate memory
Rohan Paramesh, VP Head of Legal, Habito | Read the full chapter
Optimising your information governance can have an immediate upside for a company seeking to grow quickly and make better decisions - find out how to make it work for you.
Chapter 13 | Survive and thrive in the new normal
Mick Sheehy, Partner, PwC NewLaw; Regional Leader, CLOC Australia | Read the full chapter
How do you deal with more-for-less as a long-term, strategic imperative? Learn lessons from a GC who did just that - and saved 40,000 hours of low-value work in a year.
Webinar: designing data-driven legal teams
Making the best use of data is a key competency in legal operations, and a fundamental part of optimising your in-house legal function for today’s environment. But many lawyers we speak to want practical advice as to how they can get started in their company. For this webinar we discussed practical ways to make imrovements, with a panel that included:
- Stephanie Corey: CLOC Co-Founder; Co-founder and General Partner at UpLevel Ops
- Lucy Endel Bassli: Founder & Principal of InnoLegal Services, Chief Legal Strategist at LawGeex
- Sarah Barrett-Vane: Legal Operations Consultant, former Director of Legal Ops at Royal Mail
Subscribe below or get in touch to stay up-to-date on future webinars.
Webinar: getting started with legal operations - from nothing to something
You might be sold on the importance of legal ops, but you may not have the budget, the time nor the backing to hire in a legal ops function. Nonetheless, making your department more efficient is still a mandate you need to deliver. For this webinar, we gathered three experts with experience in making an immediate impact for legal:
- Amy Jacoby: Legal Operations Manager, Spotify
- Natalie Salunke, VP Head of Legal, Europe, Fleetcor
- Holly Manvell, Deputy Company Secretary and Head of Legal Operations, Trainline.
Subscribe below or get in touch to stay up-to-date on future webinars.
Podcast: building data-driven legal teams
We caught up with Isabella Galleano for her legal innovation podcast, 'The Quirky Lawyer,' in which we discussed the drive for innovation in-house, and how to put data-driven aspirations into practice. Check out the full episode below 👇
New to the role? Make your mark in legal ops
With any new role, the key is to demonstrate your value – and fast – to establish your importance to the company and justify your existence. In this piece we explore five ways to make an impact straight away when you arrive as a new legal operations manager. Read the full post here.
Further reading, links and resources
If you'd like to find out more about how Juro's contract management software can help make your legal operations faster, smarter and more human, request a demo and speak to our team today.
Download the Juro legal ops eBook here: 'Legal operations - how to do it and why it matters'.