Lori Lorenzo, and Bob Taylor are Managing Directors, and Lee Merovitz is a Leader at Deloitte LLP. This post is based on a Deloitte memorandum by Ms. Lorenzo, Mr. Taylor, Mr. Merovitz, and Erin Hess.
It’s not unusual for organizations to struggle with organizational change. In-house legal departments are no exception.
In the past year, more than 43% of chief legal officers (CLOs) indicated that transformation is a top priority within their legal function, with a focus on technology (86%) and strategy (14%).[1] Many of these CLOs may be heading up their organization’s transformation efforts beyond the legal department: According to a recent Deloitte survey, legal executives lead a third or more of enterprise-wide digital, workforce, and cybersecurity transformation initiatives. Meanwhile, 82% expect their workload to increase from the previous 12 months. All told, these conditions may be prompting CLOs to consider more efficient and effective ways to drive transformation in their organizations.[2]
We recently asked legal executives about possible challenges they’re facing with transformation. The most common concerns they raise are the inability to generate value from technology solutions (65%) and the difficulty of demonstrating return on investment (ROI) for new technology (63%). But most also cite a range of other challenges, from obtaining enough funding to remote work and lack of expertise (figure 1).[3]
Among legal operations professionals, a similar proportion (67%)...
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