Our legal transformation team aims to modernize, market, digitize and mature the legal market. By applying our legal mindset, business knowledge and “business thinking”, we help our clients review and transform their operating model by identifying opportunities, improving processes and integrating technology to improve their entire legal landscape. With extensive experience at various consulting and law firms combined with extensive in-house management functions, our mission is to redefine the world of legal services. KPMG LLP experts can help you build a legal operating model that meets your business needs and aligns with the company`s strategic objectives. By offering our KPMG Established Legal Operations Transformation services, we can help you leverage your success to deliver even more efficiently today and prepare you to continue to accelerate and excel in an increasingly complex future. With proven methodologies, tools and approaches designed specifically for the legal department, we can help you drive change and achieve both tactical quick wins and strategic transformation. While lawyers can often be risk-averse when it comes to technology, legal technology can play a crucial role in supporting legal operations. Today`s legal technology market is somewhat fragmented and dominated by point solutions that only meet certain needs or subsets of people and do not necessarily communicate well with other systems. In the future, however, legal services technology is evolving towards more holistic solutions that are better integrated into the company`s broader technology infrastructure. Traditionally, the legal functions of international companies are often defined to reflect the geographical or functional structure of the company. Lawyers in one country or business entity may not be fully aware of the approaches and positions taken in other countries or entities, which can lead to significant inefficiencies and risks. The best structure for the legal function varies greatly by company and industry, and should focus not only on the tasks, but also on the risks and opportunities facing the organization as a whole. This broader context should influence structural decisions such as the size of the legal team, how and where lawyers are deployed, and whether to open or close local legal services in specific locations.

It is also essential to define the right governance and controls to ensure that the business model works as intended. Things to consider before embarking on a transformation initiative Strong service offerings on a global and commercial scale – from fixed problem solving to operational modeling and comprehensive project management Internal teams may also want external consultants to handle high-quality work that is not part of the normal course of business. so they don`t have relevant expertise in their legal teams. For example, a company may engage outside legal counsel to respond to a hostile takeover bid. However, if the company pursues an aggressive growth strategy through acquisitions, it may make sense to build legal capacity for internal mergers and acquisitions. KPMG International Limited is an English private limited liability company. KPMG International Limited and its affiliates do not provide services to their clients. When it comes to obtaining legal services internally, externally and automatically, we recommend a strategic approach – again, based on tasks and risks. The challenge is to determine what data sources your organization`s systems can provide to provide a true picture of how the legal department operates.

How to meet these data needs must be considered when introducing a new technology solution. In short, for some high-quality, high-risk work, it may be essential to engage external legal specialists. February 25, 2021 | How and why companies are redefining their legal functions Legal processes typically include both support processes that include back-office work such as archiving and expense management, and core processes for managing specific legal issues. By leveraging strategic alliances with third-party technology providers, as well as KPMG`s leading data analytics and technology capabilities, KPMG`s experts can help you become a future-ready legal team. The Legal Operations Transformation Services team has over 14 years of experience in legal transformation, with recent and current exposures to multinational organizations in the financial services, wealth management, automotive, insurance and consumer products industries. In the last two years alone, KPMG companies have achieved more than $200 million in cost savings across a range of services, including process optimization, automation, contract lifecycle management, managed services and product-focused legal solutions. Once you`ve assessed the legal department`s target operating model based on the organization, processes, and purchasing, the next step is to define the skills you need to support it. Do you have the right people in the right place at the right time to meet legal services needs across the organization? Instead of making transformation a goal, make it a way of doing business. But when these silos are eliminated (when legal functions are configured so that the general counsel leads the department globally and influences decisions on issues such as human resources, technology investments, and process improvement across the organization), efficiency follows. Transforming the legal function means prioritizing, importantly, optimizing team capability and evolving with the digital age so that they can provide support in new and more creative ways. KPMG has a dedicated team that helps legal functions transform and achieve operational excellence. SYDNEY–(BUSINESS WIRE)–As general counsel and in-house legal teams face increasing pressures their organizations are facing in the wake of COVID-19, there is an urgent need to rethink delivery models and transform the way legal functions operate.

While the movement to digitize and automate the legal function was already underway before COVID-19, it is now a business imperative, and the scope and scope are broader than before, as the pandemic situation has increased the need for businesses to transform. 1 Market analysis conducted by legal counsel from KPMG member firms. While lawyers are challenged to do more with less at a time when regulatory and financial risks are increasing, they must also manage the increasing internal control exercised by boards and senior management over how they are managed and operated. The legal function is no longer seen as a black box, free of performance management concerns. Like other functions, successful legal teams are likely to be the ones that demonstrate how they improve efficiency and create value. Whether support is needed in Australia or across the company, our network of law firms in Australia, the US, Germany and the UK can work together to improve legal teams as an integrated advisor to a firm, reduce risk and improve the internal client experience. Creating legal transparency, ensuring a focus is on legal risk management and enabling proactive risk and opportunity KPMG`s Legal Transformation is a global offering anchored locally in Denmark in our tax, advisory and legal services. It can be difficult to get buy-in, budget, and a clear articulation of the return on investment that transformations can provide. Whether a company is taking the first steps to improve its day-to-day operations or looking for a complete transformation, KPMG can help.