Proving Legal’s Value: A Practical Guide to Metrics That Matter

The Problem: Your legal budget went up (or you’re hoping it will). Now the CFO wants to know what they got for it, and you can’t give a concrete answer. Only 33% of legal departments track spend in real time. Just 31% measure business outcomes. These metrics show what legal did, not what legal achieved.

Why This Matters Now: This makes you look like a cost center when budgets tighten and when investment is needed. Legal departments obsess over contract review times (37% track this) while ignoring business impact. Worse, 41% of teams desperately want to track real productivity but don’t know how.

The Opportunity: Teams that measure outcomes flip the budget conversation from “justify your cost” to “how should we invest more?” Small teams need process discipline, mid-size teams need technology leverage, and large teams need business integration. But all need outcome-focused metrics.

Here’s How:

• Shift the story from activities to outcomes: Don’t show what legal did; show what legal achieved.
• Translate your metrics for each audience: CEOs care about strategy, CFOs want ROI, business units want speed.
• Match your metrics to your maturity: If you are small, standardize; midsize, leverage technology; large, align with strategy.

We asked 150 legal leaders across the United States about their biggest challenges, the metrics they currently measure, and the metrics they wish they could measure but can’t.

The results reveal both the scope of the problem and the path to solving it. What follows examines the specific gaps between what legal departments track and what they need to track to prove strategic value.

Key Findings

• 86% of legal departments maintained or increased their budgets this year, yet the majority still struggle to show what they achieved with it. Only 33% track spend in real time, and just 31% measure business outcomes.

• Most legal teams obsess over contract review time, budget variance, and matter duration — all operational metrics — while ignoring whether legal work actually helped the business grow or reduce risk.

• While 54% of CEOs view legal as business leaders or mentors, only 29% of middle managers see them as trusted advisors, and 33% view them as just service providers.

• The #1 metric legal teams want to track, but can’t, is legal team productivity (42%). Even fewer are able to track high-impact business metrics like legal’s contribution to business growth (17%).