More for less: how flexible lawyers can add value to in-house legal teams

Part 2 of 4, by Peter Workman

In my previous article, A changing market, I identified three high level factors which have led to a vast increase in the use of flexible legal support over the past decade. The model has been transformed from a remedy which is used reactively, to “fill a gap,” to a tool which is used proactively and strategically.

The three high level factors I described are (i) a disruptive shift in attitudes in favour of greater flexibility (across many industries and in the broader culture) combined with (ii) the credibility and (iii) the affordability of the flexible legal support model, as it now exists.

I will now set out some specific advantages of flexible legal support for in-house legal teams and how the model helps them to meet the challenges they face, which have only intensified in recent years.

My experience since 2015, as a corporate partner at two of the Big Four consulting firms and in running the flexible legal support business at both firms, has been that GCs and their in-house legal teams often face a demand, from both the C-suite and colleagues in other departments, to do “more for less”. In effect, to produce more and better work despite a constrained or even reducing budget, workforce, and time allocation.

I believe a judicious and proactive use of flexible support can give in-house legal teams major competitive advantages and help them satisfy the “more for less” expectation. These advantages include the following:

1. Cost-effectiveness. Given the increasing availability of highly credible flexible lawyers to which I referred in my previous article, flexible legal support offers a cost-effective solution involving no compromise on quality. Organisations can bring in top tier specialised expertise for a finite period without the long term financial commitments associated with permanent hires (or the high cost of using experienced specialists over many months through a law firm engagement).
2. Specialised skills. Legal matters today require increasingly specialised knowledge, in niche areas ranging from data privacy regulations to emerging technologies. Flexible lawyers bring such niche expertise on demand, in a manner tailored to meet project requirements. Whether this involves contract negotiations, compliance, litigation support or something else, flexible lawyers can be selected (and their level and manner of involvement structured) precisely to take account of the immediate need. Furthermore, in addition to their technical skill, flexible lawyers often bring a characteristic style of working which legal departments value and which can refresh and energise the whole team: adaptability, commerciality, and familiarity with in-house practice.
3. Flexibility. In-house legal teams now operate in a highly dynamic business environment. Flexible legal support offers them the ability to scale up or down quickly in response to fluctuating workloads, litigation or transaction surges, or regulatory changes. Flexible lawyers can step in swiftly, helping organisations navigate these challenges. The new skills and increased capacity can mitigate risk, prevent burnout among permanent team members and ensure that those individuals can continue to focus on their main responsibilities.
4. Diversity. Many organisations are actively seeking to diversify their legal teams. Flexible legal support allows them to bring in diverse talent, fostering inclusivity and introducing valuable new perspectives into the legal function.
5. Innovation and adaptability. As legal technology continues to evolve, flexible lawyers can help legal departments stay up to date with the latest tools and methodologies, promoting innovation and adaptability.
6. Skills transfer. In addition to solving immediate problems, flexible lawyers can serve as mentors and knowledge transfer agents. By working closely with permanent team members, they can help transfer specialised knowledge and skills, leaving a lasting impact on the in-house legal team’s capabilities.
7. Strategic planning. In-house legal teams often find themselves spread thin with day-to-day tasks, leaving little time for strategic planning. Flexible lawyers can take on routine legal work, freeing up the core team to focus on high impact strategic initiatives that drive the organisation forward.

Given all these advantages, the value that flexible lawyers can bring to in-house legal teams and their organisations is undeniable. Making use of this resource is neither a sign of weakness nor a last resort. Rather, it is a strategic decision that can greatly enhance a legal department’s performance and its perceived value to key stakeholders in the wider business.

I believe the role of flexible lawyers supporting in-house legal teams will continue to grow. Legal issues will become more complex and the demand for specialised expertise will rise. Meanwhile the “more for less” challenge is not going away. Flexible legal support offers in-house legal teams a practical, cost-effective and easy-to-implement approach to meeting their organisation’s high expectations, and even exceeding them.

The flexible lawyer is no longer just an interim lawyer but can be far more than that. I encourage any decision-makers who have not yet explored the full strategic possibilities of flexible legal support, but for whom this article has been an introduction to the topic, to consider whether they might join the ranks of those that use flexible lawyers proactively.

If this is you, I would be delighted to have a conversation to explore the topic further. My contact details are below.

In the next article I will address the other audience involved in the growth of this model: lawyers who are considering pursuing a flexible career.

Part 1: A changing market: the rise of the flexible lawyer

Part 3: Taking control: why lawyers are embracing flexible careers

Part 4: Source and Temple Bright: the best of the traditional and the innovative