In this new Accenture Finance & Risk presentation we explore how financial services firms can transform their legal and compliance functions for greater efficiency and effectiveness. Learn more: https://accntu.re/2NHfWp2

1. Legal transformation for Financial Services
RE-BALANCE
TO ACHIEVE
MORE WITH LESS

2. Accenture’s Regulatory and Compliance group has
extensive experience developing strategy and
transformation plans for Legal and Compliance functions
at large financial institutions. The group has deep legal
and compliance domain experience and employs formers
lawyers and regulators which complement the firm’s
technology capabilities, skills and know-how.
Deep Legal Knowledge
and Experience
Renowned Industry Leader,
with Traditional and
Non-Traditional Alliances02
Practical Tools and Assets
to Accelerate Analysis and
Strategic Planning03
01
ACCENTURE LEGAL
TRANSFORMATION
OVERVIEW

3. REGULATORY AND COMPLIANCE
LEGAL OFFERING
We assist the world’s leading
Financial Services organizations
increase the efficiency and
effectiveness of their Legal
functions by helping them
improve their operating model,
leveraging innovative technology
and streamlining processes. Technology Enablement
Strengthening legal processes
and identifying areas where
technology can help increase
efficiency, including:
• Legal Matter Management
• Legal Spend Management
• Document Creation /
Management
• eDiscovery / Legal Hold
• Time Management
(External / In-House)
Process and Shared Service Review
Review of legal processes to improve the
organization and reduce costs through shared
services and alignment with lines of defense.
Cost Measurement and Control
Implement systems and processes to track,
analyze and improve the use of legal
resources including use of Outside Counsel.
TECHNOLOGY OPTIMIZATION:
Robotics Process Automation and AI
Reducing the time to complete and increasing
the accuracy of the discovery process by
using a tool that can search documents for
specific discovery requirements. Adding to
this, the ability to conduct analytics on
document specifics.
Outside Counsel / In-house Counsel
Enhancement
Measuring and controlling the risk associated
with legal vendors including outside counsel
and the highly sensitive information exchanged
in these relationships.

4. ACCENTURE 2018
LEGAL RISK STUDY
Most firms surveyed as part of this
study recognize the increasing
importance of Legal technology
solutions for managing daily
activities and are accepting and
receptive to such technologies.
60%
of surveyed organizations
have set up and implemented
a new legal technology
solution in the past year
of organizations list selecting
the right technology solution
for their organization as the
greatest challenge faced in
adopting new Legal technology
of organizations expect to
maintain or reduce their
spend to current budgets
Source: How do you reach smart equilibrium in the new legal landscape?, Accenture, April 2018. Access at:
https://www.accenture.com/t20180320T021323Z__w__/us-en/_acnmedia/PDF-74/Accenture-Reaching-equlibrium-in-the-new-legal-landscape.pdf
80%76%
RESULTS

5. Challenges to Address
Legal demand is increasing
– budgets are not
Legal risks
are changing
Driving change in a
change adverse world
The right talent is key
to “success”
Source: How do you reach smart equilibrium in the new legal landscape?, Accenture, April 2018. Access at:
https://www.accenture.com/t20180320T021323Z__w__/us-en/_acnmedia/PDF-74/Accenture-Reaching-equlibrium-in-the-new-legal-landscape.pdf
ACCENTURE 2018 LEGAL RISK STUDY
• The risks inherent in the legal
department are rising
• Legal departments should have
dedicated resources focusing
on the risks inherent in their
operations so that lawyers can
concentrate on legal work
• General Counsels looks to
balance legal demand and
budget constraints
• Legal departments to leverage
technologies and separate
administrative and operational
activities
• Better and greater access to
data that helps prioritize the
legal issues
• Legal departments should employ
a core operations and change
team to create and maintain the
foundation of a strengthened legal
department
• Lawyers are not operations
experts or change agents. Making
better use of their skills and
capabilities means getting them
out of the “operations business”
• Beyond removing operational
tasks from the lawyer’s day there
is also
a need to focus on the right skills
• Legal departments should focus
on the recruitment and retention
of both the right skills and make
“Highest and Best Use” of these
resources
• Data-driven analysis to identify the
right skills and skill mix is key

6. LEGAL AS A
BUSINESS PARTNER
Where is Legal committing the
most money and resources?
How can we best contain cost?
What does the future Legal Department look like?
In-House
Lawyers
General
Counsel
Legal
Technology
Line of
Business
and
Group
Leads
Business Stakeholders
Clients
External Parties
Which skills are needed
for the future?
What issues will the
future hold?
How does Technology
strengthen Legal Operations?
What are the risk factors?
Are third parties properly secure?
Is confidential data
adequately safeguarded?
The role of the Legal Department is expanding from a traditional adviser or ethical sounding board to include that
of a trusted business partner. This means fluency in the intersection of the business, technology and regulation.

7. TECHNOLOGIES ARE
STRENGTHENING LEGAL FUNCTIONS
Matter Management
• Automating data entry
• Consistent standards for handling matters
• Requirements are customizable to
each group
• User-friendly interface
Reporting and Visualization
• Identifying patterns and trends
• Visualization helps highlight where
resources are most needed
• Intuitive interface
Document Storage
• Centralized repository
• Better safeguarding of electronic documents
• Easy to find documents for future reference
• Preventing unnecessary duplication
Spend Management
• Forecasting and budgeting
• Improved transparency in reporting
• Comparing fixed fees to expected billable hours
• Allocating internal resources by matter, business
and/or product
Collaborative Workspace
• Archiving and storing files securely
• Properly retaining data / knowledge and
easily searchable
• Improved governance
• Accessible anywhere
Document Creation
• Standardized templates
• Consistency – always using the correct form
• Streamlined process
In-House
Lawyers
General
Counsel
Legal
Technology
Line of
Business
and
Group
Leads
Enterprise Legal Management technologies are improving transparency, efficiency and consistency at major
Legal Departments. New systems provide significant benefits over traditional approaches.
Illustrative Activities for Legal Operations
Business Stakeholders
Clients
External Parties

8. EVALUATING
LEGAL VENDORS
Review Current State
• Understand which attributes are
used to profile and rank the current
portfolio of law firms
• Consider if process to assess law
firms is currently efficient or
scalable and identify existing
pain points
Identify Gaps
• Compare against industry
benchmarks or studies to identify
potential gaps
• Determine if gaps identified are key
considerations for Legal vendors
Assess Impact
• Determine the requirements for
sustainability and scalability
• Assess or determine how existing
or additional attributes would impact
sustainability and scalability of a
large portfolio of law firms
Draft New Methodology
• Use key considerations and
principles to develop an optimal
sourcing strategy
• Consider technology requirement
and automation opportunities that
permit scalability
• Implement metrics to validate that
the methodology used to manage
a large portfolio of law firms is
sustainable and scalable
Evaluating an existing methodology for selecting outside counsels would require a review of the current portfolio
of firms and an understanding of the selection process. The following is a high-level example.
1 2 3 4

9. FRAMEWORK FOR USE
OF OUTSIDE COUNSEL
Complexity, utilization, and
specialization are primary
considerations for understanding
how to improve the use of an
outside counsel.
Decision points for determining if use
of Outside Counsel or Legal Process
Outsourcing (LPO) solution is the
best option:
• Is this a highly specialized area of law?
• Is there limited in-house expertise?
• What is the volume of repeatable and
similar matters?
• Are there location or time constraints?
• Are there requirements for obtaining
an opinion from an external counsel?
Outside Counsel In-House
Case by Case* LPO / In House
IF / THEN
HIGH
LOW
Specialization
MANY0 Hours spent on activity

10. Legal departments are under pressure to do more with less. Our
report shares how legal can transform to be agile and have an
operating model structure that keeps pace with business demands.
FOR MORE INFORMATION,
DOWNLOAD OUR REPORT NOW
Or contact:
Samantha Regan – Managing Director
(samantha.regan@accenture.com)
Chris Beck– Senior Manager
(christopher.t.beck@accenture.com)
Lisa Bloomberg – Principal Director
(lisa.bloomberg@accenture.com)
Garrett Swanberg – Manager
(garrett.swanberg@accenture.com)
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HOW DO YOU REACH SMART EQUILIBRIUM
IN THE NEW LEGAL LANDSCAPE?

11. FINANCE & RISK –– LEGAL TRANSFORMATION
About Accenture
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providing a broad range of services and solutions in strategy,
consulting, digital, technology and operations. Combining
unmatched experience and specialized skills across more
than 40 industries and all business functions—underpinned
by the world’s largest delivery network—Accenture works at
the intersection of business and technology to help clients
improve their performance and create sustainable value for
their stakeholders. With 449,000 people serving clients in
more than 120 countries, Accenture drives innovation to
improve the way the world works and lives.
Visit us at www.accenture.com
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trademarks of Accenture.
Disclaimer
This presentation is intended for general informational
purposes only and does not take into account the reader’s
specific circumstances, and may not reflect the most current
developments. Accenture disclaims, to the fullest extent
permitted by applicable law, any and all liability for the
accuracy and completeness of the information in this
presentation and for any acts or omissions made based on
such information. Accenture does not provide legal,
regulatory, audit, or tax advice. Readers are responsible for
obtaining such advice from their own legal counsel or other
licensed professionals.