LPO has been around for some time, primarily making headlines about 10 years before and it was pretty contentious.
Whatever your attitude of LPO, it has piqued the interest of numerous UK regulation companies. Perhaps at first it was all about offshoring but that has now turned into driving efficiency, the obligation for asset at an befitting price and perhaps a means of expanding ‘service reach’.
The drivers for change can be glimpsed through the continued force on fees, alternate business organisations, consumerisation of expertise and the effects of the Legal Services proceed. Looking to decrease the cost groundwork could be on the list to help counter these current stresses, and how to best leverage technology.
You might think that’s all very well, but the inquiry is, ‘what does this mean for me?’. Today’s expert countryside is dynamic, ever altering and unsure.
Isn’t the key for regulation firms their information? As regulation companies are under expanding force from purchasers to deliver more for less, those employed in KM are well placed to help to deliver discovery in these changing and challenging times, rotating information in to value for the client’s advantage.
For me this hurls up many of inquiries, including
Does this present you with a new opportunity to use KM inside the firm to consign new or advanced services to clients?
How can you improve the proposing to key clients?
Is there a way to appeal increased regular usage of the firm’s website?
Could more productive use be made of services through communal newspapers?
Food for considered? But how best to undertake them?
Whatever your attitude of LPO, it has piqued the interest of numerous UK regulation companies. Perhaps at first it was all about offshoring but that has now turned into driving efficiency, the obligation for asset at an befitting price and perhaps a means of expanding ‘service reach’.
The drivers for change can be glimpsed through the continued force on fees, alternate business organisations, consumerisation of expertise and the effects of the Legal Services proceed. Looking to decrease the cost groundwork could be on the list to help counter these current stresses, and how to best leverage technology.
You might think that’s all very well, but the inquiry is, ‘what does this mean for me?’. Today’s expert countryside is dynamic, ever altering and unsure.
Isn’t the key for regulation firms their information? As regulation companies are under expanding force from purchasers to deliver more for less, those employed in KM are well placed to help to deliver discovery in these changing and challenging times, rotating information in to value for the client’s advantage.
For me this hurls up many of inquiries, including
Does this present you with a new opportunity to use KM inside the firm to consign new or advanced services to clients?
How can you improve the proposing to key clients?
Is there a way to appeal increased regular usage of the firm’s website?
Could more productive use be made of services through communal newspapers?
Food for considered? But how best to undertake them?
