Those who are in control of law departments, law firms, professional regulatory structures, as well as the media, persist in viewing the world though a lens which suggests that while «non-lawyers» are helpful to legal work, their contributions and roles are not as important as the ones played by lawyers in providing excellent client service and results; professional staff on
legal ops teams remain second - class citizens, at least in the eyes of many lawyers.
While many large departments look to
legal ops teams for efficiency and ideas for doing more with in - sourced resources that cost less money than law firms, that's a strategy that places their teams in direct competition with ALSPs, which can effectively demonstrate to executive management that they offer less expensive and more flexible outsourcing arrangements that provide more efficient, agile and effective solutions for cost conscious companies.
Several of
the legal ops team are non-lawyers.
Not exact matches
This week, The Wall Street Journal published an
op - ed by Theodore J. Boutrous, Jr. and Joshua S. Lipshutz, two lead members of the
legal team behind Vergara v. California and the new federal education equality lawsuit, Martinez v. Malloy, in which the attorneys make the case for a constitutional right to education and federal
legal protections for disadvantaged students.
While it starts out as a great story about secret agents and special
ops teams, about double crosses and not knowing who to trust, it quickly evolved into a laundry list of ways that different government agencies with obscure acronyms had the technological means and the
legal ability to spy on every single citizen.
The site includes the texts of his court filings, biographies of his
legal team, news articles and videos about the case, and Lay's own articles and
op - ed pieces.
He also singled out the work of Barrett - Vane, labelling her a «
legal ops pro who has done a lot of good work in a number of areas and who recognises the importance of meaningful data to help in - house
teams make properly considered, evidence based decisions».
However, rather than looking to law firms as they once did, today sophisticated in - house
teams led by their
legal ops function drive service delivery.
She co-founded and has been a member of the executive
team of CLOC and recently co-founded a
legal operations consulting firm, UpLevel
Ops.
ops team professionals speak the language of business and thus are aligned with the «majority» skill sets that clients value (because business, not
legal, acumen pays the in - house counsel's salary), and 3.)
Or might an industry - wide reduction in department size actually lead to even greater growth for the
ops community (given that many of us would argue that one really good
ops person added to a
legal team can exponentially multiply the output of 10 lawyers doing great
legal work; the addition of another lawyer to that department simply adds a lawyer to the
team, making them an 11 - lawyer department).
This year: while
ops teams are indeed of diverse composition and include those with many disciplines who work well together, I'm still not seeing lawyers take the mental and emotional leap toward overruling the predominate
legal class system — both in departments and in the larger profession via regulation — that discriminates between the roles and value of «lawyers» vs «non-lawyers.»