Words from our Founder

Our founder shares the reasons of what sparked his interest in creating
LEx Open Source

When I started running the legal function as a business, like many of you, I struggled with issues like:

- How does the legal function demonstrate value?
- What key performance indicators should the legal function have?
- How do you align legal strategy with organisational purpose? - When is it appropriate to have a panel in place?
- Where do I get flexible temporary flexible resources?
- How do we manage unrelenting demand with finite capacity?
- How do I optimise my people and processes so that I can improve costs, quality and delivery?
- What factors should I consider when acquiring and embedding legal technology?

Thanks to hours of research, an extensive network, trial and error and a few rabbit holes, I have some answers and have learnt many lessons. My desire to share this learning is the driving force behind this website. I believe that there is nothing new, as someone, somewhere has already been there and is wearing the t-shirt. Therefore, as a community we should come together and share what we have learnt; be it tools, techniques or products. Having discussed this idea with people much more learned than me, I have been advised that if the website tackles question like the above, seeks perspectives from members and shares tools, a real itch will be scratched. So, I am going to do that but its not possible to do that on my own, so please join me in collaborating on legal operational excellence issues that matter. There is no membership fee and joining is easy provided you commit to helping us with the purpose of improving the business of law by sharing tools and ideas!

Mo Zain Ajaz - Founder
LEx Open Source
LEx 360


Connecting the dots
The need for the business of law is becoming more prevalent and pressure points such as those shown below, mean that each part of the in-house 'system' needs to be optimised;

  • Greater expectations - the deluge of regulation has put the legal function at the forefront of the board  and the wider business - this is creating unprecedented demand. 

    Need to demonstrate value to internal customers – the effective use of metrics and measures is  now a must. The  legal function must talk the language of the business and  demonstrate how they are contributing to the bottom line.  & Inherent conflicts – poor buying behaviours and poor selling practices mean that current methods of sourcing legal services  are eroding value. A failure to right sourcing work by using the most appropriate law firms and/or alternative service providers will create inefficiencies.
  • More for less challenge – an expectation to deliver the same or more work on a static or reduced legal budgets is impacting  what is being delivered and the morale of the team. 
  •  A failure to manage demand and capacity through effective business partnering is resulting in increased cost as the function is having to 'buy instead of make' which can be up to 60% more expensive.

    The use of Lean – best practice methodologies like legal project management and lean offer solutions from different industries, failure to adopt these approaches is resulting sun-optimal service delivery.and share our lessons learnt.
How to connect the dots - the system
So if the above are the pain points, then what is the solution? In our opinion the solutions stems from running the legal function like a business. What does that mean in practice, well its about understanding the purpose of the function, the needs of the customers, how these are best delivered and by what type of resource mix would achieve that, also by managing the budget , engaging and retaining talent. Whilst aspects of this may be novel to many, its is second nature to some of us, which is why becoming a member is a must. In addition, our experience of systems thinking and lean methodology really point to how the legal function can be optimised. It is our premise that the typical in-house legal function has inputs that impact on service delivery like the organisations risk appetite, the total legal costs available to the function and the capacity available and demand placed on the function. These inputs drive outputs including customer centric legal advice, business partnering and risk mitigation, which in turn help deliver the organisations purpose. The GC has to manage the inputs to achieve the outputs by ensuring demand is met and performance is managed. Opportunities in people, process and technology can make the system function better. A visual of the system is available in the tools section of the members area. Together, we will work on each part of the system using design thinking techniques to understand the common issues affecting our community for each segment and share our lessons learnt.

General help
and questions

If you have any questions on our purpose, if one of links is not working or something else isn’t right please contact us at Admin@LExOpenSource.com.

Media and
Blog Enquiries

Please contact our Press and Media section on Corporate@LExOpenSource.com.

Sponsorship &

We are looking for partners to help us progress blueprints for each aspect of the system, if you are interested please contact our Business Development team Biz@LExOpenSource.com.

Join the
Lex Open Source team

We are looking for someone inspiring to help us curate content and reach our members.  If that may be you please contact our founder Mo Zain Ajaz by email at Mo@LExOpenSource.com.

Our Partners and Supporters

If you are interested in becoming a partner, please email us at Biz@LExOpenSource.com

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