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Law-as-a-Service und neue Rechtsdienstleistungsmodelle

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Da sich die Technologie und die Geschäftsmodelle weiterentwickeln, gehen viele Anwälte die Schritte nach vorne und verfolgen das neue und innovative "Law-as-a-Service".

Traditions being challenged.

In the past, law firms operated in a traditional way, nothing else. With significant evolution in technology and cloud solutions, innovations are impacting the scope and nature of legal services. This change is almost always combined with new ways of delivering the services.

Customer expectations have changed.

Companies, regardless of the size, are facing the ever-increasing complexity of the legal and regulatory environment. Their operations span across multiple jurisdictions, driven by expansions into new markets and also new industries such as digital technologies. In addition to using legal expertise for good governance, clients are incorporating legal advice and expertise across all externally-facing and critical areas of their operations. The need for legal expertise is growing in many functions such as sales, business development, marketing, purchasing, sourcing digital capabilities, and also in strategic collaborations. This trend presents a major challenge, how and when to use legal professionals in a cost-efficient, yet effective way.

New delivery models are emerging.

With the emergence of new technologies and clients’ needs, the new legal operating models are evolving into recurring and retainer-based models. Clients expect the law firms to become strategic partners on an ongoing basis, rather than transactionally, assuming the arrangements are cost-sensitive. Law firms must take a seat at the decision-making table with the overall objective of managing risk exposure across the entire footprint.

The new models are ranging from remote expertise under a Law-as-a-service label, when clients can source a required help with a particular matter or subject. More robust models drive Law-as-a-Service into subscription and retention plans with a well-defined scope of services and tasks. Benefits for clients are clear, well-defined scope with transparent price, which eliminates one of the biggest barriers “fear of never-ending bills”. Such clients are keener to not only secure the baseline and prepackaged services but also come back when they need ‘extras’. This model has a tendency to become either a great complement to in-house counsels, or even a fully outsourced model sometimes labeled as LDAAS i.e. Legal Department-as-a-Service.

Technology is vital to providing Law as a service.

More and more cloud software is being used by each company, and the digital document segment is evolving as a prime candidate. The collaboration software must enable both legal firms and their clients to use the same platforms for efficient collaboration. Since legal firms work with many clients, they must become fluent in using such digital collaborative solutions. Yet, this is the prime opportunity to establish NEW offerings, where clients will expect:

Become part of the daily transactions.

Clients expect that lawyers and other professionals will be directly included in the preparation, triage, and approval workflows, thus standalone technologies will be insufficient.

Engage during the entire life cycle.

The solutions will have to enable all steps, from creation, signing, to post-processing and retention with secure and well-managed access to all relevant parties.

Collaboration is key.

As the new collaborations and partnering models are being pivotal to success of each innovative company, the tools use must support interconnected operations and collaborations, between clients, their business partners, law firms, and eventually others. This is where the true differentiation will come.

Don't wait, try it out now.

The pace of doing business has accelerated thanks to digital methods and legal firms simply must adopt. The new contracts are being signed daily, turnaround time is in minutes and often it would benefit from a legal expert to be included in the operational steps and all transactions so the risks can be managed. Until now, we were building corporations and multinationals. However, future success lies in building an efficient ecosystem, and legal expertise must be integrated and become part of the process. 

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