The Group Legal Policy (GLP), once fully developed, becomes the master framework that governs how legal services are delivered across an organisation. It defines the legal department’s operational boundaries in terms of legal and compliance positions that must be achieved, and in so doing, aligns legal support with business objectives.

In essence, the GLP is the source code for legal department function / legal operations. It provides clarity on what the legal team is responsible for, how decisions are made, and what standards must be upheld. Without it, legal teams operate in ambiguity, and managed legal services (MLS) providers lack the framework needed to deliver aligned outcomes.

For legal departments considering MLS deployment, the GLP is indispensable. It defines the “safe zone” within which Critical Resource Enablers (CREs) must operate. These CREs  -  whether human, tech, or process-based  -  are calibrated to deliver outcomes that land within the GLP’s defined parameters. Without it, MLS deployment risks misalignment, inefficiency, and increased exposure.

GLS takes this further. We use the GLP not just to guide service delivery, but to transform it. By anchoring all legal activity to a clearly defined policy, we enable scalable delegation, targeted resource allocation, and measurable performance  -  all while enhancing the legal department’s strategic value to the business.

The scope of the Group Legal Policy typically includes:

◼️Legal Service Delivery Principles: Defines how legal support is provided, including responsiveness, quality standards, and engagement protocols.

◼️Business Risk Alignment: Articulates the organisation’s legal risk appetite and how legal services must align with it.

◼️Core Legal Functions: Identifies the key areas of legal support (e.g., contracting, compliance, disputes) and their operational boundaries.

◼️Escalation & Approval Protocols: Specifies when and how legal matters must be escalated, and who holds decision-making authority.

◼️External Engagement Guidelines: Outlines when and how external legal providers (including MLS vendors) may be engaged.

◼️Documentation & Record-Keeping Standards: Sets expectations for legal documentation, version control, and audit trails.

◼️Integration with Business Policies: Ensures alignment with broader corporate governance frameworks (e.g., procurement, finance, compliance).

◼️Training & Onboarding Materials: Provides resources to ensure internal and external legal resources understand and apply the GLP consistently.

In GLS legal ops speak – the Group Legal Policy is considered a “Foundational” resource within the process ecosystem of an in-house legal team.

The Foundational Resource is a CRE that is responsible for determining the overall performance capabilities of a “critical” legal function. If it is not optimised, the function can never be optimised. 

The best practice features of the GLP are as follows:

◼️Board-Endorsed Framework: Ensures top-level alignment and legitimacy across the organisation.

◼️Clear Legal Objectives: Articulates what the legal team is expected to achieve and how success is measured.

◼️Defined Service Boundaries: Clarifies what legal support is in-scope and what falls outside the legal team’s remit.

◼️Escalation Clarity: Provides unambiguous guidance on when and how to escalate legal issues.

◼️MLS Integration Ready: Designed to support seamless onboarding and operation of managed legal services.

◼️Accessible Format: Written in plain language to ensure usability across business functions.

◼️Review & Update Cycle: Includes a governance mechanism for periodic review and refinement.

◼️Embedded Training Tools: Supports consistent application through onboarding materials and internal training.

The Group Legal Policy Station delivers the following value to the Business:

◼️Faster Decision-Making: Clear boundaries and escalation paths reduce delays and confusion.

◼️Reduced Legal Risk: Consistent service delivery aligned with business risk appetite lowers exposure.

◼️Improved Cost Efficiency: Enables targeted use of internal and external resources, including MLS providers.

◼️Accelerated Deal Execution: Pre-agreed legal positions streamline negotiations and approvals.

◼️Enhanced Business Confidence: Stakeholders know what to expect from legal and how to engage effectively.

◼️Scalable Legal Support: Facilitates delegation and automation without compromising quality.

◼️Better Vendor Management: Provides a framework for evaluating and managing external legal providers.

◼️Strategic Legal Alignment: Ensures legal activity supports broader business goals and priorities.

The optimisation of this Station will build value in the legal department in the following ways:

◼️Operational Clarity: Legal teams know exactly what they’re responsible for and how to deliver it.

◼️Delegation Confidence: Enables safe and effective use of MLS providers and other external resources.

◼️Performance Consistency: Reduces variability in legal service delivery across the organisation.

◼️Reduced Internal Friction: Minimises disputes over scope, authority, and decision-making.

◼️Improved Stakeholder Relationships: Business units engage legal with greater understanding and trust.

◼️Defensible Decision-Making: Provides a documented rationale for legal positions and actions.

◼️Transformation Readiness: Creates the foundation for legal process improvement and tech adoption.

◼️Team Alignment: Ensures all legal resources - internal and external - are working toward the same goals.

The Group Legal Policy Station is essential for:

◼️Legal departments seeking to implement managed legal services

◼️Teams undergoing legal transformation or restructuring

◼️Legal operations professionals designing scalable service models

◼️GCs and Heads of Legal aligning legal support with business strategy

A legal team operating without a Group Legal Policy will face a wide range of inefficiencies including:

◼️Inconsistent Service Delivery: Legal support varies across teams and regions, creating confusion.

◼️Increased Legal Risk: Decisions are made without a clear framework, increasing exposure.

◼️Poor MLS Integration: External providers lack guidance, leading to misaligned outcomes.

◼️Slower Deal Execution: Unclear approval paths and legal positions delay transactions.

◼️Higher Legal Spend: Resources are used inefficiently due to lack of prioritisation.

◼️Stakeholder Frustration: Business units struggle to engage legal effectively.

◼️Transformation Barriers: Process improvement and tech adoption are hindered by lack of clarity.

◼️Reduced Team Morale: Legal professionals operate in ambiguity, leading to stress and disengagement.

While the GLP is not a technology product, it has a significant tech profile:

◼️Tech Enablement: Defines the parameters within which legal tech tools must operate.

◼️MLS Platform Integration: Ensures managed service platforms align with legal governance.

◼️Automation Readiness: Provides the rules needed to automate routine legal tasks.

◼️Data Governance: Supports consistent documentation and record-keeping across systems.

◼️Legal Ops Stack Alignment: Ensures tech investments support strategic legal objectives.

◼️Training & Onboarding Tools: Can be embedded into LMS platforms for scalable training.

◼️Template Standardisation: Enables consistent use of contract and document automation tools.

◼️Performance Analytics: Provides the baseline for measuring legal tech ROI and impact.