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TIAAAdvocacy & Oversight (A&O) End-to-end Transformation’s Journey and Accomplishments

March 2020

The Transformation Journey

Drivers of Change in the Legal Industry

Macro Legal Industry

(see healthcare 20 years ago)

Technology

The rise of Legal Ops

Business Model

Innovation

The Replacement

Cost Revolution

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Legal tech is booming and AI is in the future, but the real driver is transparency and insight into rates, value and inefficiencies

Legal operations is an industry defined capability that drives increased business discipline in law. Modern capabilities and increased productivity will enable lawyers to spend more time on innovation and growth.

Disaggregating the work and employing teams of efficient and purpose-built partners are enabling lawyers to work at the top of their licenses and route work to resources that flex with demand

The gig economy, offshore lawyers, and turn-key outsourcing solutions – “new law” capabilities maturing in the past 10 years, at a fraction of the cost of traditional lawyers

A&O’s Vision of World Class – “the What & Why”“Be Excellent in These Dimensions”

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Strategy & Vision, and ExecutionWhat is success and how do we achieve it?Is our operating model producing satisfied clients in an economically efficient manner?

Resource Allocation & Organizational Readiness

What is composition of risk, value, complexity, and effort that make up our work?

Should work be handled primarilyinside or outside?

What is the appropriate level of resource?

Talent Development and RetentionHow do we address internal skill gaps?Does our training and development align with business objectives?

Outside Counsel Management & AnalyticsIs the right work being performed at the

right price point?Are vendors held accountable to our

policies, goals and values?

Technology, Productivity and Innovation Are we capturing knowledge for reuse?

Do we have the right technology and tools to enable productivity and excellence?

Are we anticipating the future?

Practice Area Specific ProcessesHow do we continuously enable

excellence?Are our processes streamlined,

excellent and defensible?

Business Client Engagement & Service DeliveryHow do we engage clients as a strategic partner?

How do we understand and meet the businesses needs?

The right workThe right resources

The right way

TRANSFORM OPERATING MODEL – Right resource mix 1. Embed teams in the business to deliver excellence2. Refine and mature Centers of Excellence3. Optimize resource mix to efficiently and effectively deliver value 4. Manage transformation to a more centralized structure, while maintaining LOB focus

PROCESS EFFICIENCY and BUSINESS DISCIPLINE – Agility and high productivity1. Streamline processes and increase capacity with the use of modern technology2. Innovative use of offshore resources, technology and partnerships3. Data driven business practices; refine and use measurement systems and metrics4. Drive Continuous Improvement culture and discipline

DELIVER EXCELLENCE – World-Class Capability, Delivery & Value1. World-class advice, counsel and advocacy for our business partners2. World-class protection and oversight of our enterprise (Compliance)3. World-class relationship management and advocacy (emphasizing external)

FOCUS ON OUR PEOPLE – Highly engaged top talent1. Culture priorities; trust, innovation, empowerment and employee engagement 2. Training tailored to support transformation3. Role clarity, career pathing and development opportunities

A&O’s 2019 Strategy

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A&O - 2020 Strategic Priorities – Aligned to O&A

Enhance Our Culture and Develop Talent

Key Areas of A&O Opportunity:1. Improve Associate Experience2. Collaboration3. Well Informed/Decision Making4. Promote inclusion and diversity

Advance the business and strategic objectives of our business partners and the mission of TIAA by delivering excellence through our legal and advocacy services

TIAA 2020 Strategic Priorities1. Win with financial wellness2. Win with premier global asset management3. Win smart and simple4. Win with our people

Operate in an efficient and effective manner by leveraging human and technological resources in a way that is innovative and agile to drive value for the enterprise

Key Areas of A&O Focus:1. Make Onit a matter management and billing tool that works for A&O2. Drive improvements in the Preferred Provider Program3. Use technology and offshore resources to increase the efficiency and effectiveness of teams across

A&O

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“Launch-and Learn”Modern Execution Strategy - Agile Delivery

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1st YEAR 2nd YEAR

A&O’s Transformation Roadmap

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Select and design foundational solution set.

Build ops team and mobilize transformation team.

Design, build, pilot and deploy four foundational capabilities:

1.Technology platform 2. Outsourcing3. Outside counsel

program (PPP), 4. Business discipline

Deploy foundational capabilities wall-to-wall.

5. Design and pilot operating model that achieves transformation goals.

Deploy and refine Admin model.

Deploy and refine Paralegal operating model.

Pilot and refine Legaloperating model.

Mature operating capabilities to enable operating model.

Full deployment of operating model.

Operationalize BAU: operational excellence and continuous improvement.

2016 2017 20192018 2020 2021

Assess situation.

Self-fund Transformation.

Close critical talent gaps.

Agile

Del

iver

y 1. Technology Platform

2. Outsourcing/Offshoring

3. Business Discipline

4. Outside Counsel Mgmt.

5. Operating Model

Design Build Optimize

Accomplishments

A&O Transformation Accomplishment Summary

Key accomplishments 2017-2019

1. Delivered modern tool-kit to A&O, including support services, innovative vendors, Centers of Excellence, and technology tools. Many levers to free up lawyer’s time.

2. Built out full Legal Operations capability, validated as industry best practice enterprise legal operations capabilities. Includes on-team talent leveraged by offshore teams for execution efficiency.

3. Delivered and integrated foundational legal technology platform, including 10 major pieces of technology. Integrated three business units; TIAA, Nuveen and TIAA Bank.

4. Reduced overall cost of A&O by approximately 30% since 2017. Additionally, reduced 2019 outside counsel spend by 22%.

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A&O’s Toolkit: A Spectrum of Resources The Legal Ops team can free up in-house lawyer’s time

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Admin Support COE (Debbie Lee or email DL_AOCOE)

RR Donnelly – (email [email protected] , indicate “A&O”)

Genpact (Jim Ball)

Operations, Genpact, or CI COE (anyone in Operations)

iManage and Everteam (Arnetta Thrower)

Cobra Lawyers (Bobbie Garrett Ansley, intake link, also in Onit)

Cobra Lawyers (Bobbie Garrett Ansley)

eDiscovery COE (Erin Hormozi)

Onit and Sterling Analytics (Regina Clarke)

Legility, Cadence Counsel or Axiom (Samantha Frasso)

PPP – Preferred Provider Program (Sam Frasso, Bob Zapata)

Administrative support

Expert PowerPoint help

Analytics, number crunching (.xls), reporting, data quality

Project management, improvement projects, automation

Document management/ *deep search/ *automated clean-up

Legal support projects and legal tasks

Paralegal or legal analyst-level permanent support

Discovery and litigation support, big data sharing

Outside counsel invoice/billing review or matter management

Expert legal support and advice for low/medium risk matters or staff augmentation – all legal specialties

Expert legal advice for matters requiring outside counsel

*in development

mailto:[email protected]

https://pulse.cobralegalsolutions.com/intake/[email protected]_042320191532







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ACC Maturity Model For Legal Operations

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The dimensions of Legal Operations and descriptions

of mature practices are known in the industry

Operations Competencies

Components Of A&Os Modern Legal Operations Capability

Build Capability

1. External Resources Management (OC & Vendors)2. Internal Resources Management3. Technology Platform and Data Management4. Project Management and Innovation Pipeline5. Metrics, Analytics and Process Management

Build Processes

6. eDiscovery, Litigation Support Data Support 7. Records Management (Info Governance)8. Knowledge Management9. Contract Management

Mature

10. Strategic Planning & Operations Leadership11. Financial Management12. Change Management13. Compliance with policies and procedures

Tip ‘o the hat to the ACC

Tip ‘o the hat to CLOC

Legal Operations is a relatively new discipline in law, with an industry point of view on “what good looks like”.

The ACC and CLOC have detailed descriptions of the capabilities and competencies and the degrees of maturity desirable in each dimension.

A&O’s framework was inspired by these industry best practice models. In fact, TIAA is now a member of the ACC maturity model committee.

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Since the previous audit:1 - 8 have been delivered

10 -12 have been improved

What A&O Has Designed, Delivered and Deployed Since the Prior Audit of Legal Operations

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Dimensions of Operations Capability New since Prior Audit of Legal Operations Benefits

1.External Resources Management (OC & Vendors)

• Preferred Provider Program; 30 Outside Counsel Partners (down from 300)

• Three Alternative Legal Service Providers (ALSPs; Axiom, Legility, Cadence)

• SME Outside Counsel invoice review (Sterling Analytics)• Three offshore teams (lawyers, analytics & execution, and virtual admins)• Strategic vendor relationship management discipline• Redfined software delivery, automation and vendor partner relationships

• 22% spend reduction (2018 to 2019) in business as usual legal spend on outside counsel

• Experts that have 3X-5X lower rates than traditional OC firms

• Higher velocity and lower cost delivery

2.Internal Resources Management• Matter management reports for all types of matters (internal and external)• Activity analysis for all staff, estimating cost and productivity opportunity• Activity analysis indicating staffing allocation and costs by legal specialty• Dedicated billing manager, with offshore support

• 30% reduction in costs since 2017

• Reinvest in talent/infrastructure• Data-driven staffing• Potential to outsource

3.Technology Platform and Data Management

• Matter management and eBilling system (Onit) (40+ legal practices, 3 AP integrations, integrated TIAA, Nuveen and Bank, new billing guidelines)

• Document management/records management system (iManage) deployed to all A&O

• Integrated platform deployed to enterprise A&O (includes 10 major technologies, including AI, workflow platforms (Aptitude, Workiva), bots

• Migrated most technologies to the cloud/SaaS• Dedicated Data Governor; data discipline, data quality tools/processes

• Enterprise dataset for caseload and outside counsel spend

• Toolkit for streamlining legal processes

• New data, reporting, insights• Elasticity in supporting remote

work and affiliate infrastructure

4.Project Management and Innovation Pipeline

• PMO and project execution and governance discipline (partnership with IT)

• Dedicated Continuous Improvement and execution excellence lead• Offshore resources to lever-up A&O execution resources• On-team expertise, plugged into trends and innovations in legal industry

• Industry best practices• Future-proofed, integrate

designs

5.Metrics, Analytics and Process Management

• Monthly operational metrics (Big Book, Little Book, GC reports)• Offshore resources to validate, analyze, graph and publish• Tableau reports in place, supplemented by report building “factory”• Six Sigma Process Management discipline for new processes and COEs• Admin Support COE – Delivering high service levels at 2/3 the cost• Offshore resources lever-up A&O operational processes and resources

• Low-cost, high service COE functions with modern capabilities

• Data driven decisions and managed outcomes

• Reduced cost of admin support by $1M/year


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Dimensions of Operations Capability New since Prior Audit of Legal Operations Benefits

6. eDiscovery, Litigation Support Data Support

• Dedicated Process Owner/SME, supplemented by offshore team and access to vendor SMEs

• Upgraded technology tools (Relativity, Legal Hold, Encase (collections), custom workflow tools (Aptitude)

• Innovative, efficient supplier partners are part of process (offshore, AI)• Plugged into state-of-the-practice; emerging technologies and practices• Enhanced analytics, metrics and process management discipline

• Cut cost of eDiscovery by $4M/year

• Flexible sourcing to handle variable throughput and complexity

• Up-to-date roadmap

7. Records Management (Info Governance)

• Dedicated records manager, supported by offshore resources• World-class document management technology (iManage) rolled out to all of

A&O, potential to leverage across O&A• Records policies and practices currently being refined and enforced

• Increased value of prior work with better access

• Better adherence to record retention policies and practices

8. Knowledge Management

• New document management tool (iManage) is enabling the core KM capability of enabling access to the prior work and key documents of individuals and teams

• New Artificial Intelligence enabled tool (Everteam) will enable “deep search” across iManage, shared drives and SharePoint

• Foundational KM capability is in place

• Productivity benefit of enhanced search and find

9. Contract Management• A&O plans to implement best-in-class Contract Lifecycle Management

capabilities (software and processes) in 2020 (potentially on hold)• Redesigned operating model for contract law has potential to reduce cost by

half

• Contracts are managed throughout their lifecycle.

• Better understanding of risk/ exposure


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Dimension of Operations Capability New since Prior Audit of Legal Operations Benefits

10. Strategic Planning & Operations Leadership

• Articulated vision of future state, competencies and world-class aspirations• Hired top talent and assembled key partnerships in A&O and Operations• Defined multi-year, multi-phase transformation journey, with articulated

strategy, tactics and goals, including a full-capability of operations function• Benchmarking and research to leverage key trends and understand the

state of the legal industry• Self-funded the transformation roadmap with productivity gains

• Benchmarked as high maturity and low cost legal operations function

• Multi-year strategic roadmap• Several strategic talent

upgrades

11. Financial Management• Consolidated all enterprise OC budgets under A&O (1/1/2019)• Strategic financial discipline to reallocate productivity gains to execute vison

and strategy

• 30% cost reduction since 2017• Accountability for OC spend• Self-funded transformation

12. Change Management• Change management discipline embedded in PMO and project discipline• Tone from the top; world class performance and transformational benefits• Aligned goals, cascaded through the organization

• Aligned goals and vision

14. Compliance with policies and procedures

• Dedicated Business Manager to manage obligations, duties and compliance with corporate policies and deadlines

• Comply with practices and policies that are developed by O&A Compliance• Risks are mitigated

A&O Legal Operations was Recently Benchmarked With other Firms Considered to be Leaders in Legal Ops

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Activities Typically Ownedby Legal Ops

Please note: Activities currently done by TIAA Legal Ops are highlighted by

Non-Tech Industry Participants

Johnson & Johnson Liberty Mutual

Boston Scientific Raytheon

Fidelity TIAA

3M Verizon-Yahoo

Medtronic Eli Lilly

Tech Industry Participants

Intel LinkedIn

IBM NetApp

Apple Applied Materials

Oracle Salesforce.com

HP Inc. SAP

eBay HPE

Benchmarked Companies “There are few firms that have delivered Legal Ops capabilities at the pace, scope

and efficiency of TIAA” -Leader of ArgoPoint Benchmarking Team

“There are few firms that have delivered Legal Operations capabilities at the pace, scope and

efficiency as TIAA has” -Leader of ArgoPoint benchmarking team

A&O Legal Ops TeamSignificant Coverage of ACC Model’s Dimensions

Bobbie GarrettContinuous Improvement,

Transformation and Process Excellence

Samantha Frasso

Metrics, Operations, Vendor Management

Erin HormozieDiscovery Process Center of Excellence

Jim BallData Governance and Technology Solution

Governance

Virtual Teams

• Drive operational excellence through continuous improvement (opportunity pipeline, prioritization, execution, culture, coaching, problem solving)

• Transformation execution, program management, benefit realization, change management and adoption

• Facilitating system design, implementation and business integration to drive business value

• Business case and solution development, advocacy for offshore and technology

• Project execution standards and discipline

• Process Management strategy, discipline and execution

• Virtual Legal Services (Cobra) management and advocacy

• Project portfolio management (PMO)

• Business metrics/goals cascading and management reporting

• Strategy process and executive reporting preparation

• Manage Calendar/cadence

• Day-to-day management budget, vendors, outside counsel and partners management

• Day-to-day management routines, inventories and tracking

• Communication planning and execution (including town halls, surveys, updates, etc.

• Monitor culture trends

• Virtual Admin Services management and advocacy

• Proactive planning, keeping A&O organized and on-time

• Data governance; strategy, discipline, execution and quality

• Advocacy for and delivery of productivity solutions (robotics, workflow, productivity tools, innovation)

• Technology and data environment roadmap

• Business case development, attract and mobilize resources

• Define, measure and monitor data and technology environment, drive continuous improvement in adoption, satisfaction and capability

• Strategic partner onboarding

• Reporting excellence (data, presentation, satisfaction, efficiency, using; design, tableau, offshore, robotics and other tools)

• Process ownership of eDiscovery process

• Expectations and commitment management with key stakeholders and partners

• Define and execute roadmap to deliver enterprise eDiscovery capability excellence

• Manage capacity, delivery and quality

• Build, refine and mature capabilities to meet attorneys’ needs - future-proofing the eDiscovery process

• Maintain updated Records Retention program for A&O records and develop processes to ensure defensible disposal

• Promote, communicate, and train on records standards, tools and best practices for full records lifecycle, including file naming, storage, access, and retention

• Resolve problems with document management by effective use of the software and other information management resources

• Support enterprise Records Management program, including risk/cost mitigation

• Primary contact for questions and standards regarding iManage

Brad RogersCOO/COS

Debbie LeeAdministrative Support

COE Manager• Admin Support COE management (20 FTEs)• CLO and COO Support• Virtual Administrative Assistance team (RR Donnelly)

Arnetta ThrowerRecords Management

Program

• Execution & Analytics (Genpact – 6 FTEs)

• Legal Support (Cobra – 18 FTEs)

• Manage and maintain the Onit System

• Responsible for Onitsystem training and documentation

• Support Preferred Provider Program to ensure Onit system meets program requirements

• Primary contact for all Onitmatter management issues with Legal staff and vendors

• Primary contact for all Onitinvoicing issues between e-billing and AP systems

• Troubleshoot and resolve issues with the Onitsystem

Regina ClarkeeBilling and Matter

Management Manager

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Why are we doing this?

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CLO and SLT

•Line of sight to major matters and exposure•Strategic staffing insight•Outside counsel spend discipline and analysis•Understand the nature, volume and trends of our work•One database for all of Law (matters, documents, invoices)

General Counsel

•Work allocation and staffing management•Major matter management•Status monitoring and 1:1 preparation•Outside counsel budget management

Team Leads

•Organized view of team portfolio and matter status•Work allocation and balancing•Selection, budgeting and management of outside counsel•Prior work retrieval and knowledge management

Individual Lawyers

•Organize and manage work in progress•Participate on team matters and engage resources•Find, share and leverage prior work•Comply with policies and procedures

1. Optimize our effort. Understand our work to leverage the top of our licenses.

2. Understand legal exposure across our complex enterprise.

3. Efficient allocation and spending of outside counsel funds.

4. Data as an asset. Day-to-day and historical repository for all legal matters, documents and invoices.

A&O Objectives

Benefits by role

Law’s Technology Framework

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Knowledge Management– Content Collaboration – Deep Searching – Legal Portal – Standard Operating Procedures

Management Reporting & Data Analytics– Data Governance – Key Performance Indicators – Dashboards – Reports

Records Management Records Repository Retention Scheduling Litigation Readiness

Accounts Payable Invoice Payment Payment Status

Contract Management Contract Drafting Contract Workflow Contract Approval Contract Repository

Governance Corporate Secretary Entity Management

Email Email & Attachments Integration with key tools

Innovation Pipeline Sourcing and auction Artificial intelligence POCs and Piloting

Discovery Legal Hold Data Mapping, Info Gov Case Management

Business Clients

Matter management Matter Administration Calendar/Docketing Budgeting Notifications Automated Workflows

Document Management Document Repository Document Searching Legal Contract Archival

eBilling Invoice Processing

(Submission, Routing, Review & Approval)

Fee/billing analytics

Outside Counsel, Offshore, and Flex Resources

Workflow/Apps Conflicts Waiver Subpoenas Continuous improvements

= New Technology Deployed Since 2018(Key on following page)

1

23

4

5

6

7

8 9 10

12

3

5

6

11

6

3

1

23

4

5

6

7

8 9 10

11

3

5

6

11

6

3

Major New TechnologiesMost delivered in 2019

Technology Key functionality Comments

Onit Matter Management Matter management, collaboration Across all-A&O in 2019. 2020 will also include all affiliates

Onit eBilling OC budgeting, selection, billing Automated application of billing guidelines

iManage Work 10 Document management, retention and search Integrated with Onit 1Q20, mobile access

Tableau Reports Dynamic reporting on matters and spend Available in Onit’s toolbar

Aptitude (App Builder) Rapid development of apps that streamline the workflow of certain processes

Example: conflicts waiver app in 2020

Everteam Deep search, document clean-up, disciplined retention and destruction

Operated by records mgmt. COE only

CART (Collaboration And Routing Tool)

Work-load balancing and tracking Admin COE tool to share and track work

Relativity v9 eDiscovery production and analysis Major upgrade

Relativity Legal Hold eDiscovery legal hold and reporting Replaced Clearwell, upgraded functionality

EnCase eDiscovery collections tool New ability to collect from many sources

Bots Push-button automation of repeated work Can benefit an individual or a department

Workiva Process workflow, data integration Streamline Corporate Secretary processes23

1

2

2

4

5

6

7

8

9

10

11

1

2

2

4

5

6

7

8

9

10

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New Integrated Technology Platform isHighly Correlated to Achieving our Vision and Objectives

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Client Engagement & Service Delivery

Strategy & Vision, and ExecutionResource Allocation & Organizational ReadinessTalent Development and Retention

Outside Counsel Mgmtand Optimization

Technology, Productivity and Innovation Practice Area Specific Processes

Primary

Secondary

Tertiary

Correlation to Vision

Red = New TechnologyRed = Core Platform

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Onit Works with Other tools to Enable a Lawyer’s Day-to-Day Work

YOU

Access virtual

resources Manage my day-to-day list

of matters

Manage outside counsel

Assist others on

their matters

Work with the business

Manage and organize

documents

-eDiscovery App-Conflicts waiver App (WIP)-Other future Apps

-Reports (Tableau)

Integration of Best-in-Class Tools to Build a World-Class Platform







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Estimated Savings in A&O

Year Savings Impact

2017Reduced headcount at all tiers by XX%

$4.5M in cost avoidance by leveraging offshore legal team (30,000 hours of support)

2018 $4M reduction in spend on eDiscovery by building eDiscovery Center of Excellence in-house

2019Reduced cost run-rate of A&O by $9M; Admin COE, staffing reductions, trustee funds, consulting fees

Reduced outside counsel spend by 22% ($2.7M saved on $12.7M budget)

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30% run-rate cost reduction since 2017

$4M annual eDiscovery savings by Insourcing

22% OC spend reduction in 2019

Appendix1. Outside Counsel Preferred Provider Program (p 29)2. Admin Support COE (p 30-32)3. Knowledge Management Roadmap (p 33)4. eDiscovery COE (p 34-35)5. Contract Law Proposed Operating Model (p 36)

New capabilities and discipline are contributing to outside counsel spend savings

New capabilities and discipline contributing to 2019 outside counsel spend savings: Direct A&O management of enterprise OC legal budget (swept to A&O in 2019)

Sharp focus on expense management

First full year of Preferred Provider Program (PPP), 76% of spend with our 30 PPP partners

xx% average discount off rack rates

Leveraged offshore legal support resources to boost internal capacity and offset legal spend costs (Cobra)

Continuing to mature eDiscovery capability

3 new low-cost Alternative Legal Service Providers (introduced Axiom, Cadence Counsel and Legility)

Roll-out of new eBilling and matter management system (Onit)

Updated billing guidelines, increased enforcement

Line by line expert invoice review by third-party for fee reductions (Sterling Analytics onboarded3Q19, pilot underway)

2019 Savings of BAU Outside Counsel Spend vs 2018 = 22%

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A&O Operating Model for Administrative Support

New Model

Demand Assessment

Pre-Change Resources

Dedicated point of contact for tiers 2-5, including back-ups and after-hours Staff located in all A&O hubs for on-site support Virtual Admins for scalability and highest and best use Centralized accountability under A&O’s COO New technology to facilitate workload balancing Currently 11+1 onshore and 6+1 offshore

22 Admins across A&O offices Some tasks are better done offshore (3 tasks = 50%) Inconsistent day-to-day oversight/management

Demand has decreased, expectations up True demand = 8 FTEs of total effort New model calls for 12 onshore Admins ~40% flex capacity (~60% utilization)

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The Design Journey for New Administrative Support Center of Excellence

Starting with insights from new data and,

New Data:• Activity Analysis• VOC• Bottoms up demand assessment

Insights:• 50% of activity offshoreable• Modern leaders use admins differently• Admins thrive with a community

Modern tools/innovation:• Manila based admins (RRD)• Work-sharing technology• Email for help

Intentional design:• Top performers and centralized management• Demand-based capacity with 40% slack• On-location availability• Follow-the-sun• Engaging work

Outcomes:• 35% net cost savings ($1M)• Flexible capacity, scalable model• Better availability and service levels• Up-skilled, engaged staff

leveraging modern tools and innovative capabilities,

and employing intentional, disciplined design

to achieve significant improvement change in outcomes.

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Flex Operating Model Applied to Administrative Assistants(A&O Admins + Virtual Admins)

Promote 2 to Ops roles

Reduce current staff by 7

Use 6 existing offshore Virtual

Admins (RRD) at $30k ea

22 FTEs = $2.8M total cost

Beginning A&O Staffing New Staffing ModelTransformation

22 Admins in A&O at $127k ea

Some tasks better done offshore

Inconsistent day-to-day mgmt

= VAs

High service, including after hours

Additional flexibility and scalability

MNPI and PII compatible

Workload balancing technology

= reduce

= transfer

19 FTEs = $1.8M total cost= 34% cost savings ($1M)

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A&O - Knowledge Management Roadmap

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Migrate to the cloud…enable modern functionality, across legal enterprise. (Available on phones in 2H20)

Deploy “iManage Work 10” to A&O…google-like search for prior work product across A&O (O&A possible)

Train A&O users…initial and ongoing

Integrate iManage and Onit…search files in Onit (3Q20)

Records management and retention…enforce policy (4Q20)

Deploy Everteam…categorization and deep search (AI tool to be rolled out later this year to enhance search and assist with records retention policy) (3Q20)

Define future state and select modern KM tool kit…enable true KM “Wiki-A&O” (2021)

Capture and document legal SME knowledge…playbooks accelerate delivery and knowledge of TIAA and A&O (2021)

Engage in initial dialogue with goal to engage one PPP partner (Eversheds, Goodwin, Wilmer)

Link a PPP firm’s KM to our resources…access to cutting edge legal knowledge (start with one) (2020)

Establish Legal Service Request Portal link to KM tool…enable business to get self help, chat-bots (2021)

Step I – Manage Our Existing Work Product

Step III – Inventory and Give Access to A&O SME Knowledge

Step II – Leverage OC Partner Knowledge

The goal of Knowledge Management is to enable access to three sources of knowledge: existing work products, outside counsel partner knowledge, and internal subject matter expertise.

Process Excellence: eDiscovery Center of Excellence

• No Central Ownership

• Reliance on outside counsel as SME

Start the CoE• eDiscovery Process Owner

• 3X capacity with off-shore

• Identified new technologies

• Relativity rollout

• Onit App

• Innovation (Novus Law LLC)

• EnCase eDiscovery

• Move to cloud

• Playbooks and standards

• Data Mapping2017 – Capacity

2018 – Efficiency with Technology

2019+ Mature to World Class

Insourcing eDiscovery and litigation support with; SME talent, new tool-kit, offshore support, innovative supplier partners. Results = $4M in annual savings

Results = $4M in annual savings

eDiscovery COE:Innovative Approach to Save Time and Money

• Quality – 99.97% accurate• Speed – complete work product 2.7X sooner than the law firm• Cost – 78% less expensive than the law firm

Process Innovation, Technology Innovation, Business Model Innovation

The Traditional ApproachMultiple touches each for a single purpose

1st Level Review 2nd Level Review Privilege Review and Log

Key/Hot Document Summaries

Witness Files and Narratives

Key Issue Files and Narratives

Timeline of EventseDiscovery Final Work

Product

Process Reengineering

Disruptive Technology

Quantitative Analytics

Collaboration and Know-how

One Touch™

The Novus ProcessOne-Touch for multiple purposes

Final Work ProducteDiscovery

We leveraged an innovative approach on a significant matter, engaging Novus Law’s team and Brainspace’s Artificial Intelligence tool to deliver quality, speed and efficiency

Contracts Law Transformation Scenario

Current process High risk = $1,800 per contract

Low risk = $600 per contract

No contract technology (AI, CLM)

Only 1.7% offshore leverage

Reduce project management/sourcing burden by 9%-15% with Contract Lifecycle Management system (Onit, $200k investment)

Reduced reviews needed by implementing standards

Reduce contract review time with AI (e.g., Kira, LegalSifter, LawGeex)

Outsource ~50% of high risk contracts to ALSP/LPO (e.g., Cadence)

Offshore all low risk contracts to TIAA India

Entire function managed by 2 onshore TIAA A&O employees

Key levers to drive savings

Current state Future state

14/week

29/week

2,245 Contracts

FTE's

7.6 FTE Resource and Volume Cost estimate

TIAA(Pat & Deb) 324

30% on process mgmt(8 hr each x $200/hr)324 x $1,600 = $0.750M

Onshore(e.g.Cadence) 400 (5 hr each x $125/hr)

400 x $600 = $0.250M

Offshore(India) 1,521

(3 hr each x $25/hr)1,521 x $75 = $0.125M

$1.125M

Savings estimate

Current = $2.25M (7.6 FTE)

To-be = $1.125M (2FTE’s + Vendors)

Savings = $1.125M= 50%

Volumes

Highrisk724

Low risk

1,521

Cost

58%

1

2

3

4

$1.3M($1,800

ea)

42%$0.93M($600 each)

5

6

$2.25M

Cost and savings are being further refined

Date post:	23-Aug-2020
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