Putting complex and often intimidating topics into context.


Chapter 8, Technology

No discussion on contracting process improvements is complete without focusing on technology. Scarcely a day goes by without an article, blog, or webinar on legal technology and, more specifically, about artificial intelligence (AI). There are many conferences and webinars about contract management systems—on selecting them, on what to use them for, how to derive greatest benefit, etc. Usually, those educational programs are provided or delivered by the contract management systems providers.

Technology is always at the core of any discussion about innovation, for example, but I maintain it should not be. Before any conversation about technology takes place, there should be an assessment of the current state of the people and processes involved in contracting, which is why this chapter follows my previous chapters on People and Process. Only after a thorough review takes place, and there is agreement within the organization that the right people are doing the right steps in the best order, should a discussion about technology begin.
Continue Reading CLM Simplified Part IV: Technology, Metrics & Data, and Outsourcing (272)


The hard work that comes before any discussion of technology


Chapter 5, Playbooks

The need for creating playbooks for templated contracts is a subject of much discussion. This is because playbooks are one of the ways in which contracting is simplified. But they can take many forms. Luckily, distinguishing and differentiating between the necessary types of playbooks is possible without creating too much complexity. Not only are they used to create standardization across a law department, but they also empower the business.

Playbooks educate, create consistency, and are an absolute requirement for any type of outsourcing contract review. I submit for your consideration that there are two basic types of playbooks: The Law Department Playbook and the Empowerment Guide.
Continue Reading CLM Simplified Part III: Playbooks, People, and Process (271)

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“Contracts are the lifeline of the company, so it’s no wonder it is an ongoing cycle.”


Chapter 2, What is CLM?

The term contract lifecycle management (CLM) is a hotly discussed topic in legal operations and legal technology circles. It is important to dissect the concept and understand what precisely I am referring to, especially in trying to tackle and improve the contracting lifecycle.
Continue Reading CLM Simplified Part II: What is CLM?, Legal Policy Review, Templates (270)


“This book is designed specifically for legal teams to become the lean, mean contracting machines that the business needs.” p 12.


[Editor’s note:  This is a four-part series that excerpts Lucy Bassli’s new book, CLM Simplified. Part I is Bassli’s full Introduction.  Part II excerpts What is CLM?, Legal Policy Review, and Templates (Ch 2-4). Part III excerpts Playbooks, People, and Process (Ch 5-7). Part IV excerpts Technology, Metrics & Data, and Outsourcing (Ch 8-10).
Continue Reading CLM Simplified Part I: Introduction (269)


Courage + Logic + Support = Eventual success as a legal innovator


Below is an excerpt of my forthcoming book, A Simple Guide to Legal Innovation (ABA 2020), which I am very excited to share with Legal Evolution readers. 

Over the years I have had enough first-hand learnings about the challenges of trying something new that I wanted to pave the path for others to have an easier time. Specifically for law firm leaders, there is so much confusion on what corporate clients value and expect, coupled with sensational legal press, that it is no wonder there is disappointment and frustration on all sides. 
Continue Reading The Simple Guide to Legal Innovation (133)

Source: Randall Kiser, DecisionSet

American law firms are threatened by acute needs and limited capabilities in three domains: leadership, meaning, and service.


Media attention shifts rapidly from law firm profitability to gender bias and from technology to new lateral partners. Yet, if we pull back to conduct a deeper analysis, what we observe is a law firm sector grappling with three interrelated threats that are seldom the focus of sustained attention:  insufficient leadership, attorneys’ lack of meaning and purpose in their work, and client service. As shown in the above graphic, these three domains are the linchpins of law firm performance and sustainability.
Continue Reading Law firm leadership (111)