netLex VisionEfficiency that transforms: a new CLM era
I think that is the idea behind the evolution of technology, of automation: making the system do the work, above all on whatever is more bureaucratic and more manual, and leaving us on the strategy of the business.”
About Solar Coca-Cola
Solar Coca-Cola's legal department already had CLM software (Contract Lifecycle Management). The problem was not the absence of a tool: it was that the existing tool did not carry the operation all the way through, from managing the contracting cycle to signature.
It is a common scenario and a rarely discussed one. Replacing a CLM is politically harder than adopting the first one, because it requires admitting the earlier choice did not deliver. The story was told by Yara Lisboa, Legal Advisory Coordinator, Rafael Rolim, Senior Attorney, Isabele Rabelo, Mid-level Attorney, and Nathanny Fonseca, Junior Attorney.
Key points
- A rigid CLM replaced by a platform the team itself can configure
- SAP integration, guaranteeing data consistency across systems
- Reports that show real demand and expose the bottlenecks
- Operational tasks automated, freeing the team for strategic work
A CLM that could not keep up with the operation
The previous software was very rigid and offered few configuration options. Reports were deficient: they gave management no visibility into demand, which means deciding about an operation without being able to see it.
On the operational side, the work consumed too much time and overloaded legal. And internal clients were dissatisfied, they had little autonomy and many questions, which sent even more clarification requests back to the department. The result was a team stuck in execution, struggling to work strategically.
- They used another CLM, very rigid and with few possibilities;
- Reports were deficient, giving management no visibility into demand;
- Operational work consumed a lot of time, overloading legal;
- Internal clients were dissatisfied, with little autonomy and many questions;
- They struggled to optimize the work and act more strategically.
How netLex helped Solar Coca-Cola
Solar Coca-Cola found in netLex a platform to replace its previous system, gaining flexibility, productivity and data intelligence — with the stated goal of making legal an agent of transformation for the business.
- Automating flows and templates flexibly, according to need;
- Integrating with other systems, such as SAP, guaranteeing data consistency;
- Extracting data and reports to better understand demand and see the bottlenecks;
- Helping improve the relationship with the internal client, centralizing interactions and recording information;
- Increasing productivity, speeding up operational tasks and optimizing time.
Reports now reveal where bottlenecks occur
The central gain is one of division of labor. With flows and templates automated to the needs of each type of demand, the system took on what is bureaucratic and manual, and the team was left with the strategy of the business, which is exactly how the coordination describes the evolution it expected from technology.
The SAP integration solves the silent problem of any system change: inconsistent data between platforms. And the reports, previously deficient, began to show real demand and where the bottlenecks sit, the difference between managing by perception and managing by number. With centralized interactions and recorded information, the relationship with the internal client improved as well.
Conclusion
Replacing a CLM rarely becomes a case study, because it means talking about a choice that did not work. Solar Coca-Cola shows why it is worth it: having the right category of tool is not enough if it does not bend to the shape of the operation. Flexibility is not a configuration luxury, it decides whether the team operates the system or is operated by it.
