A&O signs outsourcing deal with LPO provider Integreon

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Readers' comments (18)

  • it's clear that this is the future, there's no going back. Just look at the extensive list of firms that have jumped on the bandwagon.

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  • How come A&O haven't done a Clifford Chance an open in India themselves? In the long run they'd keep control of the process as I doubt they'd just keep on a low level, case by case basis. Give it a year and there'd be enough work to justify a permanet team in Mumbai.

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  • But where will it end? First stop basic document review next stop more complex legal work. As India and other jurisdictions become more educated and more sophistocated the UK is going to be less and less able to compete. It's happened with the primary and secondary sectors and the tertiary sector, including legal services, will follow. Soon we will hear UK firms lobbying clients to Buy British!

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  • Golden Mean - doing a CC is an expensive endeavour. All these individuals are on the firm payroll. It's CC that has to recruit them and train them. If you haven't got buy-in from all your clients then it starts to add up

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  • @golden mean -- opening up shop in india is more difficult than opening up in other markets. India has particularly restrictive laws on foreign firms entering the market (see, e.g., http://asia.legalbusinessonline.com/law-firms/india-benefits-from-legal-market-restrictions/1085/30725 )

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  • I agree with David that this is the future of legal services.

    Regarding setting up a captive service center it is not the easiest of activities. If one were to look at other areas of the economy where offshoring has already taken place e.g., Finance & Accounting, IT, HRO ... the experience of many players has been that setting up and running a captive has been a bundle of trouble. Many are set up, but in a few years time many more get sold to third party service providers. A captive requires economies of scale, process excellence and the ability to demonstrate a clear career progression for the associates.

    Here is where third party service providers manage to steal a march over captives. I anticipate that the offshoring of legal work will follow a similar trajectory as F&A.

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  • Is the drive to outsource really client driven? Or a ploy by the Baby Boomer Generation of partners to reduce their UK workforce (their largest cost) and provide a lower quality service to clients while maintaining PEP? Is offshoring legal work simply a means of avoiding paying UK salary, tax, NI contributions and (possibly) pension contributions? Does offshoring really benefit HM Treasury? Are UK trainee solicitors (hopefully tomorrow's partners) receiving proper training if work they should be cutting their teeth on is sent offshore? Does offshoring signal the beginning of the end of a commitment to provide young UK trainee solicitors with proper training?

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  • If UK lawyers do not review documents, why a client should rely on his advice? He basically knows nothing of the content of those documents!
    and if reviewing docs will be outsourced abroad, how can newly UK qualified lawyers learn to do it?
    Dear "collegues", you are going down the sink!

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  • There are undoubtedly a proportion of clients who will welcome outsourcing if it reduces their bill, regardless of whether or not the quality isn’t always quite up to scratch. These people inevitably shop at Primark.
    As a young lawyer, for the reasons so eloquently outlined by others above; the concept of outsourcing legal work stinks. It is a fundamentally PEP driven vehicle masquerading as bowing to client’s interests. Pre-negotiated fixed rate fees for low end work is the obvious move if we want to stop the rug being pulled from under us. This will maintain client loyalty and high standards, as well as the future development of young British/British-based talent.

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  • I feel very sorry for today's law degree students.

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