Fortune 100 Telecom More than $12M saved in the first year.
After two internal IP departments merged, our professionals redefined the service delivery and operating model of a Fortune 100 telecom and built an outside counsel and vendor management program that generated savings exceeding $12M in the first year.
At a glance
- Service
- Operating model design and an outside counsel and vendor management program
- Scope
- Two internal IP departments merged during a corporate-wide strategic alignment
- Outcome
- Savings that exceeded $12M in the first year
What the problem looked like
Two internal IP departments had merged, followed by a corporate-wide strategic alignment initiative.
The client needed to redefine its service delivery and operating model: more cross-functional collaboration, better alignment to the business, and appropriate use of resources and skillsets. The key goal was sustainable cost savings without impacting the value of the portfolio.
What Swiftwater did
Diagnostic assessment
Our professionals led a diagnostic assessment of the department’s internal resources, use of outside counsel and vendors, existing processes and technology ecosystem.
A new functional framework
We developed a framework of multi-disciplinary teams, flexible and scalable to meet the changing needs of the organization.
Operating model and governance
We led development of a detailed operating model, including the governance structure and clear roles and responsibilities supported by KPIs.
Outside counsel and vendor management
A comprehensive outside counsel and vendor management program drove the appropriate behavior across firms and vendors.
What changed
- Savings exceeded $12M in the first year.
- A defined governance structure, with roles and responsibilities supported by KPIs.
- Multi-disciplinary teams that scale with the needs of the organization.
Best for
- Legal and IP departments combining after a merger
- Departments with rising outside counsel and vendor costs
- General Counsel asked for sustainable savings without losing portfolio value
Frequently asked questions
What goes into an outside counsel and vendor management program?
A diagnostic of how outside counsel and vendors are used, a governance structure with clear roles and KPIs, and the behaviors the program enforces across firms and vendors. For this client, the program generated savings that exceeded $12M in the first year.
How do you redesign a legal operating model after a merger?
Start with a diagnostic of internal resources, outside counsel and vendor use, processes and technology, then build a flexible framework of multi-disciplinary teams and a detailed operating model with governance, roles and KPIs.
How fast can outside counsel savings show up?
Quickly, when the program drives the right behavior. Here, savings exceeded $12M in the first year.
Want results like these in your legal department?
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