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Strategic Considerations in
Implementing an End-to-End
Contract Lifecycle
Management Solution
This paper highlights considerations and best practices in effectively
managing an end-to-end CLM initiative using three key levers:
technology, processes and people.
`
Vishal Anand, Senior Vice President Contracts Management
August, 2016
STRATEGIC CONSIDERATIONS IN IMPLEMENTING AN END-TO-END CLM SOLUTION
Contents
INTRODUCTION: Drivers for CLM Implementation ................................................................... 2
SECTION 1: Technology with Competitive Advantage ............................................................... 2
To cloud or not? ..................................................................................................................... 3
Integration / APIs .................................................................................................................... 4
Standardization meets flexibility to drive automation............................................................... 4
SECTION 2: Case for Change Management Considerations, Process Improvements and
Implementation Strategies ......................................................................................................... 6
Where to begin and what is the focus? ................................................................................... 7
How to plan an effective transition? ........................................................................................ 7
How to increase adoption? ..................................................................................................... 8
SECTION 3: Managed Services: An Antidote to Broken Service Functions .............................. 9
The dos .................................................................................................................................10
The don’ts .............................................................................................................................10
CONCLUSION ..........................................................................................................................10
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STRATEGIC CONSIDERATIONS IN IMPLEMENTING AN END-TO-END CLM SOLUTION
Strategic Considerations in Implementing an
End-to-End Contract Lifecycle Management Solution
INTRODUCTION:
Drivers for CLM Implementation
Contracts are a cornerstone of all business-to-business relationships. A typical Fortune 500 company has
25,000 to 45,000 active contracts, with pricing schedules, service-level agreements, and other related
amendments. Contract Lifecycle Management (CLM) tools are the fundamental enabling technology for
organizations to electronically manage contracts from creation to execution to post-contract analysis. CLM
tools have transformed contract management from a practice of viewing contracts as stand-alone
documents to viewing contracting as a process, one with underlying functions that are continuously being
advanced by way of emerging technology and efficient legal services.
CLM solutions are not a new concept – they have been around for years. In the past they were primarily
used as central contract repositories that enabled general administration and organizational audits. Today
CLM solutions are being used by organizations to do much more. Key factors that contribute to the current
popularity of CLM solutions include:
● Increased regulatory and contractual compliance requirements
● Need for efficiency in drafting better contracts and monitoring transactional obligations to save
costs
● Emerging mobile and cloud-based technologies bringing a new level of access
● Integration capabilities providing contractual data in a comprehensive, continuous and costeffective manner
● Support for real time and continued reporting
Now that organizations have widely accepted and embraced the value of adopting CLM solutions, it is time
to focus on how to effectively implement them. This paper aims to highlight considerations and best
practices for effectively managing an end-to-end CLM initiative using three key levers: technology,
processes and people.
SECTION 1:
Technology with Competitive Advantage
Technology cannot transmute a contracting process by itself, but its effective implementation has proven
to be a strong differentiator in the transactional world. With several competitive solutions in the market, it
is necessary to undertake a thorough needs analysis and create a short list of tools that may be right for
your organization. At its core, technology choices should be dictated by deep industry knowledge and
processes that could be seamlessly (and repeatedly) configured in line with evolving business needs of
your organization. Start by investigating the needs of your organization and engaging with key stakeholders
(e.g. Legal, IT, Sales or Procurement) who will have inputs on existing systems and future needs. CLM
solutions are not one-size-fits-all and feedback will vary based on an organization’s size, usage, current
practices and industry trends. Take your time with this important step, and zero in on what you hope to
achieve through this implementation. Discussed here are three key factors to consider during the
technology selection process.
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To cloud or not?
Most legacy CLM tools were extensively adopted as an on-premise (“on-prem”) technology that lacked the
speed and scale necessary to match the ever-changing needs of legal departments and their business
counterparts. There are other conventional criticisms of the on-prem tools, including their high total cost of
ownership and overdependence on IT. We find most comparative analysis on this issue tend to focus
around cost and scale, and miss out on other key features that are pertinent to this equation. Outlined
below are some key factors you should look into when making a decision on the platform.
In relation to unique customizations of CLM for plug-ins and contracting workflows, on-prem deployments
maintain a slight advantage. It is important to know that cloud services also offer many choices and
configurable options that could
potentially
work
for
your
ON-PREM vs CLOUD
organization;
however,
the
choices are often limited with
Customizable vs Configurable
what you can do if the bulk of
your contracts are based on third
Hardware & Software
Monthly Subscription &
vs
party forms or multiple versions
Purchases
Contracts
of standard contracts. In such
Large Capital Investment vs Operational Expense
cases, it may be prudent to
deploy an on-prem solution that
could be specifically configured
Longer development cycle vs Speedy deployment
for
multiple
variations
in
Systems and IT support
Less internal IT support
documents.
vs
performed internally
required
Many believe that costs for onCompliance verification
Compliance verification
prem systems are computed by
vs provided by vendors
done internally
the number of new assets
(trust, but verify)
(hardware/software)
to
be
purchased and cost of their replacements, while cloud technologies investments are looked at as monthly
subscription costs adjusted to reflect actual usage and are often categorized as ‘operational expenses’.
Although these operational expenses for cloud implementation come with valuable tax benefits, a recent
rule-change by the Financial Accounting Standards Board (FASB) may make it harder to capitalize and
reclaim the cloud set-up and implementation costs. One thing to keep in mind is that while on-prem
solutions may represent large capital investments, cloud-based solutions may also entail long-term
subscription contracts – any analysis regarding your form of implementation should consider these
variables in pricing in light of your organization’s near and long-term needs.
One of the key benefits to cloud providers is resource pooling. By combining pools of configurable
computing resources (e.g., storage, applications, networks, services, etc.), cloud systems can be rapidly
deployed with minimal management effort. This, in turn, reduces your dependency on internal IT support,
which may be an important incentive for your organization. With regards to security and data-protection,
most regulated industry verticals (particularly healthcare and financial services) tend to prefer on-prem
deployment that meet in-house policies. While there may not be clear evidence of tighter security for onprem solutions, regulators tend to follow the maxim ‘if you run it, you have only yourselves to worry about’.
Progressive users understand that their level of risk mostly relates to the behavior and culture of their
employees. Cloud services have teams devoted to compliance, with defined security standards, processes
for backing up and deleting data, and controls that often more readily maintain compliance. However, given
your unique security concerns and changes in regulations, including upcoming Data Protection regulations
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STRATEGIC CONSIDERATIONS IN IMPLEMENTING AN END-TO-END CLM SOLUTION
in the EU, ensure you include the right to review the procedures and facilities of your cloud providers as
part of your contract. Trust, but verify, the cloud systems.
Illustrated above is the vendor reported data related to licensing and delivery methods for key CLM
providers under the ‘Market Guide for Contract Lifecycle Management’ by Gartner group in 2015.
Integration / APIs
Another significant influence on your CLM decision will be the tool’s ability to integrate with CRM, ERP,
intranet and other applications to ensure continuity of data. The key issue when looking at integration
capabilities is to consider the scope and foreseeable usage of your CLM system. Investigate the business
need to provide a continuous flow of data or exchange to and from sales, legal, and other divisions before
shopping for integrated capabilities.
Getting a handle on supporting APIs will also help plan future application usage. Customarily, MS Office,
single sign-on, e-signature and salesforce integration are some common integrated applications to look for.
The design of these integrated features and approval workflows will vary across CLM providers, and it is
advisable to investigate their limitations up front, based on your core needs.
Standardization meets flexibility to drive automation
An organization’s decision to promote standardization and implement contract automation typically starts
by steering a cost-benefit analysis. Many times such initiatives are led by management consultants with
little experience in a legal or transactional environment, whose business case focuses on the organization’s
total number and type of contracts, the overall cost, the existing systems, and eventually includes numbers
to show ROI justification for a document assembly integration into CLM. Unfortunately, often there is
minimum effort spent to understand practical needs, such as
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●
●
●
customizations required for different types of contracts to comply with upcoming regulations or
compliance remits
processes and contract types that may not be ripe for automation in light of M&A events or other
time-sensitive regulatory initiatives
the need for ‘real-time’ data reports in relation to business and compliance capital requirements
Automating standardized processes can reduce effort and save time, which in turn introduce some
intriguing options for creating more employee capacity in strategic positions. ‘Document Assembly’
technology is one such feature that has gained popularity as an automation tool. In its simplest form,
document assembly technologies are similar to a tax-filing software, with a series of questions and
branching logic that produce a contract template based on user responses. Almost all such automation
tools incorporate capabilities for exchange and collaboration across multiple authors, between lawyer and
client, and lawyer to lawyer, accelerating the communication and negotiation process. Proponents of such
technology claim that automation of the contract renewal process or template generation using such tools
can yield productivity improvement of 13-20% over and above process reengineering.
All too often, large organizations looking for standardization and cost-savings aim for automation of multiple
contract types and workflows using document assembly tools only to end up with low adoption rates and a
plain vanilla central repository for standard templates. The overwhelming source of frustration for end users
often stems from the inconvenience and lack of flexibility to customize the tool based on their needs. For
example, the up-front time spent in completing lengthy questionnaires on document assembly tools without
intricate customizations often produces inaccurate or incomplete contracts that are escalated to lawyers for
further review. These additional reviews from legal often transpire into full-fledged analyses of business
needs and legal requirements, eventually offsetting the savings in time and costs. The ‘lack of flexibility’
stems from the inaccurate study of the complexity of contracts and the challenge to make the questionnaires
brief yet comprehensive. Organizations often underestimate the complexity of their legal agreements in
relation to automation features of such tools – even ‘simple’ contracts with conditional logic and diverse
variants can break pre-set business rules on these tools. To avoid such situations, consider using subject
matter experts with proficiency in designing legal clause content for automation and proficiency in markup
conventions to analyze the complexity of your contract portfolio. This will help the decision-making process
on document assembly integration.
Here is a descriptive list of additional capabilities for supporting critical functions that should be evaluated
in terms of their flexibility:
●
●
●
●
●
customized search, reporting and analytics capability to optimize the value from live contracts
auditing support and obligations management for internal controls via automated alerts
types of contracts covered and effort required to add new contracts on the system
integrated contract data that is digitized and searchable using combinations of metadata
real-time customizations in intake form/ request questionnaires used for contract authoring or
redlining
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KEY TAKEAWAYS
START by interacting with stakeholders internally to establish current capabilities and needs prior to
engaging with vendors.
DECIDE on near-term goals to get quick wins and on implementation based on core needs.
ASK for references and get an understanding of the size and intricacies of your business in relation to
other customers the vendor supports. Often references are more representative of the vendor’s
professional services than its solution; it is important to know what functions of the reference’s solution
was out of the box and what elements were customized.
LOOK for integration capabilities in the CLM tool. Identify other strategic systems/ features used in your
organization that must be integrated to gain efficiencies in data flow and integrity.
INVESTIGATE if your organization would benefit from the intricate features offered by a large vendor’s
solution or if a more flexible technology from a niche provider would better meet your requirements.
CONSIDER hiring a subject matter expert with system proficiency to help in the decision-making process.
KEEP AN EYE ON THE FUTURE. New versions and upgraded applications are entering this market with
blazing speed. Tools will continue to mature as your business and needs evolve.
SECTION 2:
Case for Change Management Considerations, Process Improvements and
Implementation Strategies
Implementing or consolidating a CLM initiative is an important change for employees involved in any aspect
of the contracting process. A streamlined contract process will eventually make tasks easier and more
productive for your employees, but the progression to a centralized CLM adoption will nonetheless require
skillful change management by those responsible for implementation.
According to a CIO.com article, “Roughly 20 percent to 30 percent of employees are change gluttons—
often ambitious, they see change as a path to happiness and success...another 20 percent to 30 percent
cannot view change as anything other than a threat to their jobs (and they may be right) and will resist at
all costs. Finally, about 50 percent to 70 percent are skeptics—they may see some logic in the case for
change but aren’t convinced it will benefit them personally.” Establishing a mandate to a new CLM without
inputs on system or workflow design from key end-users or employees leads to uncertainty and often results
in more resistance to the change process. Diagnosing the sources of resistance is the first step towards
effective adoption – engage with employees and give them the opportunity to come to their own conclusion
about the benefits of the contract management software, and they will see the process as a welcome
change. Below is an outline in form of Q&As to showcase change management methodologies to engage
partners and increase adoption.
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STRATEGIC CONSIDERATIONS IN IMPLEMENTING AN END-TO-END CLM SOLUTION
Where to begin and what is the focus?
Start by forming a taskforce that works with stakeholders to define the scope, identify types and volume of
contracts, locate current repositories and metadata to be captured for future automation, reporting and
workflow design.
Analyze legacy contracts
An analysis of legacy contracts is critical and may inform the overall design approach and future
needs. Be sure to engage subject matter experts for each division to identify the complexity in their
contracts, pain points with existing processes and seek their overall feedback at an early stage.
Be mindful of the fact that most SMEs with such institutional knowledge have a heavy workload,
and use their time wisely. Engaging the right audience early will also lay the foundation for higher
adoption rates in the future as departmental SMEs morph into cheerleading change evangelicals.
Design your implementation plan
Your implementation plan should cater to high-revenue contracts and processes with significant
volumes that are well understood. Exceptional cases outside the norms and with low frequency is
a distraction, and adds to delayed and painful customizations. Place exceptions under a later
phase and focus on the core workflows that are well-understood. This will lead to an effective
launch.
How to plan an effective transition?
An effective transition plan lays the foundation for quicker stabilization, and strongly improves the possibility
of long-term success of your CLM strategy. Keeping the transition on track – in terms of timelines, costs
and scope requires detailed planning and effective communication at the outset. These six steps will help
you plan for the transition to your new CLM solution.
1. Define process scope and migration methodology up-front; implement a phased-approach tied to
availability of critical users. Specifically, the contractual data migration process must be carried out
in conjunction with user onboarding the system. Add legacy contracts to the system and bring the
relevant users at the start to perform data validation at an early stage.
2. Allocate responsibilities between internal resources and the provider to avoid misunderstandings
and identify the right mix of skill-sets on both sides to cover different aspects of the transition.
Outline a well-defined timeline with back-up plans for any delay.
3. Appoint a change management lead to engage with existing staff or the incumbent provider early
in the process. Reluctance and negative perceptions about new providers and future services
influence opinion of nay-sayers across the organization and must be avoided.
4. Post-award discussions with suppliers should aim to establish a relationship framework by focusing
on issues like governance model, adequate coverage, and skill-sets of transition team. Avoid
singular focus on pricing, recovery and liability in award negotiations. Engagements established
with primary focus on cost and risk-allocation results in situations where neither side trusts the
other, and each is unwilling to impart information or show flexibility.
5. When deciding on the transition team, ensure there is a complete knowledge-transfer from the
supplier’s pre-award team to the post-award team leading the transition.
6. Study internal circumstances and requirements in order to decide upon the transition strategy, i.e.
whether to implement the system in a big bang (users move to the system at once on a given date),
in form of a phased rollout (users move to new system in series of steps), or in form of parallel
adoption (users learn about the new system while working on old and both systems run at the same
time). There are pros and cons for each transition strategy and your organization’s needs should
dictate the implementation. Some organizations may even decide on a combination of strategies,
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like a mini big bang along with phased rollouts (i.e. big bang the key features, then add in the
peripheral functionalities later).
How to increase adoption?
As discussed above, a vast majority of CLM implementations end up as a basic contract repository with
limited analytics and authoring capabilities. Employees initially complain about the system not being ‘userfriendly’, and may eventually get frustrated by the incompleteness and inaccuracies of the functionalities
and underlying data on CLM. Whatever the reason may be, a significant portion of applications don't meet
user expectations in a number of areas and are rarely used in line with the implementation plans. Discussed
below are strategic recommendations to help avoid such issues, and help increase adoption across different
stages of CLM implementation.
Implement feedback
The implementation process for CLMs tend to be relatively straightforward. However, no two
systems, even within the same industry mirror each other in their design or functionality. The
underlying nuances, existing practices and compliance needs force organizations to customize
their systems to a great degree. Teams guiding the implementation process are therefore wellserved by leaving some ‘vacancies’ in their action plans. Given the unique needs for
customizations, feedback from end-users in such forums yield valuable insights, and could be
added to the implementation plan. This kind of support and overall involvement gives the
employees a chance to decide at least some of the functionalities on their own, and eventually
promote adoption of the system as a user-friendly tool.
Communicate across the organization
As the project enters the implementation stage, it is important to share key developments across
the organization on a periodic basis. This may be in the form of steering committee meetings, a
concise e-mail to end-users or even conference calls. CLM implementations, regardless of scope,
invariably get hit with unexpected setbacks but also achieve wins by resolving critical complications.
Share the progress with relevant teams to help them stay abreast with the developments and solicit
potential help in resolving issues that are causing setbacks.
Executive sponsorship
For large organizational implementations, it is prudent to attain ‘executive sponsorship’ from a
senior leader with relevant experience and a clear understanding of the expectations. Incentivize
the executives to lead data-driven transformation, and not ones solely based-on regulatory,
compliance or other mandatory requirements. Specifically, support data-driven transformation by
well-researched cost-benefit analysis, feasibility study with clear description of results, and
successful case-studies of prior implementation. Executive-led and data-supported changes will
help you shepherd the initiative and promote re-education on new practices.
Training and effectively onboarding end-users
A well-integrated CLM system will significantly impact work culture of several employees across
the organization. It is crucial to allocate time and resources in customizing training materials that
are specific to user-groups and helps them be more productive. Depending on the size of your
organization, onboard users in phases; by sector, geography or function, giving primary importance
to core groups. This phased approach enables systematic introduction of different user types and
more specific feedback for future deployments. As discussed previously, SMEs identified during
the optimization stage should be on-boarded in advance to serve as advocates of the system and
provide peer feedback to their groups.
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Organizations outsourcing training and onboarding support functions should monitor the process
closely. Educate user groups on process changes and enhanced features in advance of
implementation. Service providers managing training should report on frequency and content of
changes for approval that are addressed under their KPIs. This allows the introduction of endusers to the system with the appropriate functionality enabled. It is important to keep training
manuals up to date, in context of the ongoing changes to the system.
Ongoing enhancements
CLM technologies are typically implemented with selective features. This is often due to limited
budget, timelines, lack of stakeholder buy-in or decision to purely focus on core functional
requirements in earlier stages. Such implementations are limited in scope and leave significant
room for enhancements as adoption increases. You should periodically audit the system and seek
to add improvements that are value-add to your CLM solution. Enhancements should be
proactively made in form of process improvements, changes to configuration or by adding new
functionalities, which could increase user’s confidence in the solution.
Leverage advanced CLM features for selective business needs
By housing all contracts under a central repository, most organizations have solved the age-old
trouble of completeness and accessibility to contractual data. However, very few progressive users
add and leverage advanced CLM features that truly provide the value-add and strategic benefit the
technology claims to offer. Quickly winning stakeholder confidence in the tool’s advanced analytics
and other features to drive value is critical to ensuring long-term success and adoption.
CLM tools are no panacea, and it is important for design teams to set realistic goals for the use of
its analytics and other advanced features. Organizations should start by targeting one or two
business or regulatory needs, and secure a pilot to showcase quick and tangible benefits of these
features. There is a long list of success stories across industries on such usage and opportunities
that could be used as a guiding factor:
 procurement divisions often look to discover cost-saving opportunities using benchmarking
data and system alerts
 large-scale insurance companies use CLM analytics to review and validate submissions in
order to understand portfolio exposure
 banks now use advances in CLM technology and OCR contracts to review and extract full
text contractual data from digitized trading agreements that impact counterparty credit risk.
Contract authoring based on templates, automated renewals, and customized reporting
establishing benchmarks have replaced unwieldy spreadsheets and helped clear bottlenecks in
large organizations. Find support across the company to identify a critical need and proficiently
execute on it, and then evangelize across the organization to ramp-up.
SECTION 3:
Managed Services: An Antidote to Broken Service Functions
In addition to robust processes and advanced technology, successful CLM programs rely heavily on
efficient review, analysis and contract maintenance services. It is critical to plan and execute a CLM
strategy in unison with all players at the table, i.e. the client, the technology supplier and the service
providers. Organizations traditionally kept a fair mix of ‘build and buy’ approach when looking to procure
contract services. But given the advancement in technology, the need for round-the-clock support and
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scarcity of relevant expertise in-house, most institutions are now increasingly engaging with managed
services providers to drive organizational effectiveness.
Under a managed services model, the service provider assumes control of all or part of the execution
components – the components may be in form of contractual data migration, Business-as-Usual (BAU)
maintenance support, contract review and negotiation or training and onboarding end-users. Service
providers should showcase investment and experience with emerging CLM technologies and an ability to
help design and integrate review processes by way of case-studies and references. Organizations should
use service providers as an extension of their organization, augmenting their capacity and capabilities
instead of looking for talent internally. Since these services are core to the providers’ business, they are
able to invest in talent management, efficiency-enhancing processes and technology, and spread the cost
over many customers.
It is undeniable that managed services can be a high risk, high impact proposition for organizations. For
all the cost-effective benefits and efficiencies it offers, it can also be fraught with frustration and stakeholder
dissatisfaction that may lead projects to fail outright or be abandoned midway. Listed below are the do’s
and don'ts learnt over time through experiences with our clients. These basic but important tips could be
implemented by organizations embarking on new projects, as well as those already executing an ongoing
services engagement.
The dos






Clearly define the objectives with the managed services provider at the pre-award stage, and
ensure they understand the goals for the implementation. Maintain constant interaction with their
leads and promote continuous exchange of knowledge and best practices post-implementation.
Engage with both contract services and technology partners simultaneously, and seek inputs from
both on overall design.
Take advantage of an integrated multi-shore strategy, focusing on delivery efficiencies the strategy
provides. In addition to cost benefits, it also facilitates bringing the strategic-to-tactical staff ratio
within acceptable levels by driving activity consolidation and increased spend under management.
Ensure all activities, contract manuals and workflows are documented and transferable
Be willing to transfer impacted employees, assets and contracts to supplier under necessary
circumstances
Pricing should be tied to service levels, volumes and business objectives.
The don’ts
X
X
X
Don’t institutionalize an internal services team if you don’t have in-house resources and expertise
to manage long-term.
Don’t expect to outsource management; continually monitor and measure the services in
partnership with the service provider. Clearly define governance and reverse escalation metrics,
and have a senior executive in your organization lead the change management effort.
Don’t outsource services functions that are broken; business requirements cannot be effectively
communicated with a broken process. Process must be fixed before it can be outsourced or scaled.
CONCLUSION
Implementing an efficient end-to-end CLM solution requires that all three levers people, process and
technology are leveraged in tandem. Success also calls for a strong program management office with
subject matter experts and change evangelists that help bring these three components together. A service
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provider with deep strategy-to-execution experience in all three areas can help organizations reach their
goals with greater certainty while maximizing potential returns from technology.
About the Author
Vishal Anand is the Senior Vice President and Practice Head for Contract Management Solutions at
Mindcrest. Vishal has nearly a dozen years of experience helping law firms and in-house departments
achieve competitive advantage through integration of emerging technologies, subject matter expertise and
implementation of managed services.
Prior to Mindcrest, Vishal was a Director with Thomson Reuters’ Legal Managed Services business. During
his time at Thomson Reuters, Vishal worked closely with Fortune 500 General Counsel, Law Department
Managers and Legal COOs to develop strategic roadmaps for enhancing various areas of their legal
operations,
including
contract
lifecycle
management,
outside
counsel
management,
e-discovery and document management. He has extensive experience in designing, implementing and
measuring performance of end-to-end CLM solutions for financial services, healthcare and technology
companies. Vishal’s work is grounded in an understanding of the change management required in a legal
services environment to successfully implement new models with focus on operational efficiency and riskmanagement. Vishal holds an LL.B. from Government Law College, Mumbai and an LL.M. from Columbia
Law School. He is admitted to the NY Bar.
About Mindcrest
Since its founding in 2001, Mindcrest has been committed to providing best-in-class legal services to our
corporate and law firm clients. We have combined the best of technology with a specialized workforce and
our proprietary processes to assist our clients in meeting their obligations.
Our mission at Mindcrest is to be the trusted partner to our clients by providing innovative solutions and
services that transform the legal services industry. Global corporations and law firms have relied on
Mindcrest to provide advanced support in the areas of contracts lifecycle management, compliance, legal
analytics and litigation support. Mindcrest is ISO 27001 certified.
Mindcrest has been consistently recognized as a leader in legal process outsourcing by Frost and Sullivan,
The Black Book of Outsourcing, International Association for Outsourcing Professionals, Chambers Global
and India Business Law Journal. For more information, please visit www.mindcrest.com or
call (312) 467-9744.
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