In the current landscape of heightened customer expectations and fierce industry competition, law firms find themselves needing to exceed traditional service delivery norms. The need to go above and beyond in meeting client demands is more pronounced than ever and executive leaders must strategically assess avenues for enhancing firm efficiency and maintaining a competitive edge. One such strategy that merits consideration is offshoring. By strategically offshoring certain aspects of legal processes, firms can not only optimize operational efficiency but also bolster their overall profitability. This approach enables law firms to navigate the balance between providing high-quality legal services and meeting the evolving demands of their clients in an increasingly dynamic and
competitive market.

The Mechanics of Offshoring

Internal offshoring

Some firms choose to establish outside of their headquarters or main locations, their own teams of resources. These “captive resources” can run full-fledged operations, such as:

  • Legal word processing
  • Administrative support
  • Finance and accounting support
  • IT support
  • Customer service

Over the years, some countries have become prominent offshoring choices due to offering lower cost access to skilled and unskilled resources.

Outsourcing to a third-party provider

The more traditional outsourcing model involves contracting with a third-party vendor specializing in specific areas and functions such as legal, HR, production graphics/marketing operations, IT, and administrative support. Outsourced legal services, often delivered by Alternative Legal Services Providers or ALSPs offering services such as:

  • Document review
  • Compliance services
  • Contract management
  • Legal document processing

Many ALSPs establish global delivery centers to cater to different geographies, and often feature a 24/7 operating model with clear handover procedures to maintain service quality.

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Murray Joslin

Murray Joslin spearheads the Creative and Business Solutions team and is responsible for client delivery across a spectrum of creative, marketing, and business research services. As a key executive at Integreon, Murray guides global strategy, product development, technology integration and growth.

Murray has over 20 years of experience in client acquisition, operational transformation, and technology implementation across global financial services, consulting, legal and major corporate sectors. In addition to Integreon, he has held executive roles at RR Donnelley, Bowne and Williams Lea along with various charity and community boards.

Murray holds a B.S. in Entrepreneurial Studies from the University of Southern California and completed the Executive Program at Stanford University’s Advanced Management College. He is also a member of the ALM Consulting Magazine Advisory Board.