Integrating KM into Practice Management #ArkKM

Session Title and Description: The Evolution of Practice Innovation:
Are We Successfully Integrating and Embedding KM within Practice Management Systems?
Law firms continue to re-examine traditional approaches to the practice of law, and along the way many have implemented a wide range of changes that enable firms to deliver client services more efficiently. These innovations touch virtually every aspect of our practice and the way our firms are run. Clearly, KM has not been left behind or subsumed into other support functions. However KM must continue to evolve in step with demands that are reshaping the business of law and redefining service delivery models. This discussion will seek to characterize the foundation of a true practice management platform, as well as the ever- changing issues and challenges that KM is trying to navigate. Is KM the cornerstone of a “post-silo” law firm strategy? Or is practice innovation squarely focused on “Business Intelligence” and financial data points, while missing the context in which KM solutions can be deployed?

Speakers:

Toby Brown, Chief Practice Officer, Akin Gump Strauss Hauer & Feld LLP
Keith Lipman, President, Prosperoware

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • What is practice management? Managing matters to achieve client satisfaction and firm profitability.
  • What is the goal? Revenue and Profits!!!  How do we do this? By lowering the cost of delivering services to clients. The answer is not just buying cheaper pencils. It means you need to push work down to the lowest-cost resource within the firm. You need become more efficient in the way you work.
  • What’s the strategy?
    • Few law firm partners are empowered to understand their own contribution to revenue and profits.
    • Far too many law firm partners experience “pro forma surprise.” They do not really know what their matters have generated in terms of maximum billable suntil they see the pro forma. If their team has not billed as much as expected, then their maximum billables are down.
    • You need to know your firm’s profit margin. And you need a clear methodology for achieving that profit margin. Profit measure must be clear, simple and understandably
  • State of the Legal Market: Hyper-competition and flat demand. Corporate Counsel have bigger budgets, but not spending on law firms.
    • Now outside counsel are just a vendor to be handled by the client’s procurement office. In Toby Brown’s words, we are just another toilet paper vendor. This leads to more RFP processes to try to standardize the process for purchasing legal services.
    • Corporate legal departments are growing. They are both controlling the spend and spending differently. In fact, they are moving legal work in-house.
  • How can KM Participate?
    • To quote Kingsley Martin, think about every KM project and ask how far from the bottom line.
    • Consider yourself the provider of “Knowledge Services” rather than a “knowledge manager.”
    • Help lawyers see that increasing their own mastery of KM tools will help them become more efficient.
    • An obvious place for KM concerns “the numbers.” This means providing information and context for numbers such as the cost of a matter: what goes into that cost, what are the variables, etc?
    • Toby estimates that only 10% of law firms actually measure true profitability rather than some proxy for profitability. When the audience was polled, most did not know if their own firms actually measured true profitability rather than some proxy for profitability.
    • Become the best friend of the pricing person in your firm. They will know where the pain points are and which partner is really in pain.
    • There is a great opportunity for KM to help manage outside counsel guidelines and then track performance against those guidelines. At a minimum, read these guidelines to get an early look at emerging trends (e.g., clients are less willing to pay for online legal research).
  • 2016 is going to be really hard
    • The M&A cycle is coming to an end.
    • There is no major litigation wave on the horizon
    • The prospect of significant bankruptcy work is poor.
  • KM needs to be front and center in making 2016 more tolerable (and even successful) for law firms.
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Build a “KM Rapid Response Team” #ArkKM

Session Title and Description: Firm Mergers – How to Build a “KM Rapid Response Team”

When key groups join law firms, or when firm mergers occur, KM is often left standing on the sidelines. Finance, IT, Records, (etc) all spring into action—but what about Knowledge Management? Shouldn’t KM really be the ‘keeper of the playbook’ and able to ‘prep a program’ that can be triggered on a moment’s notice (see: cross-office training and team-building, professional development, experience capture and dissemination, systems integration, exposure of laterals to firm expertise and leadership)? This discussion will explore how firms can leverage KM to support rapid change initiatives in relation to mergers and acqui- sitions. How does a firm’s value proposition change following a merger? And who’s job is it to disseminate, redefine, and characterize the breadth of expertise at the firm? What tools and methodologies can be employed to help integrate new practices and/or resources—while maintaining a common sense of identity or culture?

Speakers:

Silvia LeBlanc, Director of Knowledge Management, Morgan, Lewis & Bockius LLP
Vishal Agnihotri, Chief Knowledge Officer, Akerman LLP
Ginevra Saylor, National Director, Knowledge Management, Dentons Canada LLP

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • KM has the benefit of broader perspective.  KM tends to operate across silos. It works with a variety of people and functions within the firm. This gives KM professionals diverse knowledge and the ability to connect the dots. This also makes KM the perfect group to create the law firm merger playbook or new hire onboarding resources.
  • Why involve KM? When the firm is in merger mode, the firm will call in marketing, finance, etc. They don’t think to call in KM. However, the KM department is one of the support functions that thinks about business problems the same way
  • Communication. Marketing is extremely good at external communication. KM needs to be just as good at internal communications. Focus on the concerns and anxieties of the people who are on the receiving end of change. If the people in the firm are unhappy or anxious, they cannot deliver great service to clients.
  • Getting a seat at the table.  Bully your way to a seat at the table. Then justify your place at the table by solving problems and getting things done.
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KM’s Role in Leading Innovation & Managing Change in Law Firms #ArkKM

Session Title and Description: KM’s Role in Leading Innovation & Managing Change in Law Firms

Innovation and change management are processes, not projects. And in today’s law firm setting, there is demand for both but great sensitivity around how much change the organization can endure at one time. This next case study will explore the theory and process behind successful innovation as well as how to make change stick—transforming best intentions into best practices—sharing examples concerning the role of KM in innovation and change projects at White & Case.

Speakers:

Alicia Hardy, Director of Professional Support, White & Case (UK) Oz Benamram, Chief Knowledge Officer, White & Case

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • How they innovate.
    • Innovation is about accelerating the cycle at which small experiments fail.
    • Turning successes into processes by normalizing them and then scaling them up for wider adoption across the firm.
  • Innovation in law firms is hard.
    • Innovation is often the result of a big crisis. However Big Law does not feel that it is in crisis. So the drive to innovate diminishes.
    • Lawyers and law firms are risk averse.
    • Lawyers and law firms are not tolerant of failure.
  • KM should become the R&D function inside law firms.
  • Managing Change.
    • Focus on the emotional and psychological reactions. A tone-deaf approach to change management will amplify natural human emotions of fear and anxiety.
    • Be aware of dangerous assumptions such as one way is better than another.
    • The stages of acceptance of change are not dissimilar to those in Elisabeth Kubler Ross’ study of the five stages of death and grieving. So be aware of this inevitable journey for every one of your internal clients when you propose a change in the way they work.
  • Kotter’s 8 steps to change
    • (See the wikipedia summary)
    • the burning platform = a sense of urgency
    • pull together the guiding team
    • develop a shared vision and strategy for the proposed change
    • plan at the very beginning for good communication to enable understanding and buy in
    • empower others to act
    • produce short-term wins
    • don’t let up — persistence pays
    • create a new culture — this is about anchoring the new way of being/behaving so people cannot backside
  • Lessons from case studies.
    • Communication is key. People will resist that which they do not understand.
    • Be flexible. Your original plan will  inevitably have to be adapted to special or local conditions. Be open to this — within reason.
    • There is no change without casualties. So be strategic when you pick your casualties (i.e., when you decide who will pay the price for change).
    • When there is real risk attached to project, create a cushion. For example, when you are making dramatic change to the work environment (e.g.,  the DMS), allow people to work in either the new version of the DMS or the old version for a transition period.
    • Because people do not read email, they tried alternative forms of communication. Their most successful method of communication turned out to be sending everyone a postcard.
  • Conclusions:
    • Understand the problem.
    • Adapt the solution to fit your firm.
    • Have a plan, but be prepared to change if..
    • Communication is key. Communicate and promote at every opportunity.
    • Prepare to play the long game. Then everything is possible!
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Matter Profiling: What’s in it for Me? #ArkKM

Session Title and Description: Matter Profiling: What’s In It For Me?
Law firms are increasingly invested in matter profiling to help support the collection of knowledge and data that can be mined for more effective search and analytics. Experience capture, financial data and other knowledge artifacts are critical to the success of any LPM, process or pricing initiatives, and can involve disparate teams throughout the matter lifecycle. This panel discussion will tap various firm functions for their unique perspectives concerning both how and why client and matter profiling is critical and how each function benefits from a “matter lifecycle” focus.

Speakers: 

Peter Kaomea, Chief Information Officer, Sullivan & Cromwell LLP
Vic Peterson, Chief Information Officer, Stinson Leonard Street LLP,
Brent Miller, former Global Director of Knowledge Management, Cleary Gottlieb Steen & Hamilton LLP

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • The data is the knowledge. Stinson has created a Unified data platform that shows the tools they own and how the data in each of those tools flows across tools/platform. They have moved beyond an old-fashioned data warehouse to database field relationships. The trigger for this effort was the move to Thomson Reuters 3E.
  • Throw away the word “profiling.”  What we are really doing is attaching useful metadata to specific records and then linking that metadata in meaningful and useful ways to enable better knowledge transparency and flow within the firm. Creating and applying the right metadata requires real expertise and skill. This is an area in which KM professionals could shine.
  • What does good metadata enable? Here are a handful of examples:
    • legal project management
    • alternative pricing arrangements
    • representative experience
    • business development
    • precedent retrieval
    • cyber security that provides security without crippling the practice of law
  • What are the big “waves” or challenges KM must confront?  You need both the content AND the metadata in order to respond effectively to:
    • Resilience: law firms downtown have learned that digitizing their records, coupled with a strong network, allows them to be up and running despite disasters and disruptions such as 9/11, the northeast power outage of 2003, the Japanese Tsunami and Superstorm Sandy.
    • Cyber Security: the challenge is to provide extreme security (e.g., completely locking down the entire DMS and email archives) while enabling massive sharing. If you do things incorrectly, people are working blind.  If you do it well, the relevance (i.e., signal) goes up and the distractions go down (i.e., noise). A lockdown of the DMS and email archives at Sullivan & Cromwell triggered renewed interest in KM. Suddenly practice groups started mining their documents and data, and then providing it to colleagues. (S&C does allow lawyers to see some metadata on locked down matters. If lawyers find a possible match in matters, they can request that KM review the matter to see if there are documents that would in fact be useful to the lawyer making the enquiry.)
    • Cognitive Computing: Cognitive computing is an example of technology enabling enormous new heights of productivity. As computer power grows, we facing an opportunity and a threat. We should plan for it.
  • Ask the right questions and then study the facts. At Stinson, they did a study of their DMS use and found that most lawyers used only 3% of the DMS, and these were largely recent documents. Therefore, they felt comfortable with their limited hybrid approach to locking down parts of the DMS.  Because they did the study, they were able to make the case for overriding a lawyer’s “hunch” that they need unrestricted access to the entire DMS at all times.
  • “A Crisis is a Terrible Thing to Waste!”
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Working Backwards to the Technology #ArkKM

Session Title and Description:  Working Backwards to the Technology:

Focusing on User Experience to Enhance the Practice of Law Technology is an important—indeed critical—enabler for knowledge management, but allowing the technology tail to wag the KM dog can lead to serious problems. Focusing first on user experience is difficult, time-consuming, and expensive; but doing so will help ensure success.

Speaker:

Patrick V. DiDomenico, Director of Knowledge Management, Ogletree, Deakins, Nash, Smoak & Stewart, P.C.

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Steve Jobs: “…you’ve got to start with the customer experience and work backwards to the technology. You can’t start with the technology and try to figure out where you’re going to try to sell it.”
  • Lessons:
    • Technology is an important enabler for KM. So don’t be a Luddite.
    • Good user experience is time-consuming and expensive to create, but worth it.
    • If the user experience is too demanding, the user will become frustrated and depleted. It’s a lot like decision fatigue. (See the Isreali Parole Board study.)
    • If the technology provides bad or incorrect information, the customer experience will be suboptimal.
    • The best technology disappears and the best user interface disappears. They leave a great user experience.
    • Don’t settle for bad user experience. Question things.
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Making Law Firm KM Easier for Lawyers #ArkKM

Session Title and Description: Connecting and Collecting: How Law Firms of Various Shapes and Sizes Make it Easier for Attorneys to Use and Contribute Knowledge

Legal KM succeeds when attorneys use it frequently through their matters and when knowledge collection requires minimal extra work. This panel discussion will feature KM leaders from firms of various sizes discussing how their organization effectively connects their attorneys with knowledge resources — as well as how they efficiently collect knowledge resources from their attorneys. The panel will address connecting and collecting techniques at each phase of a matter; the differences in resources and cultures among firms that may result in different approaches to the connection and collection challenges; and practical ways for KM leaders in different types of organizations to get started with either more effectively connecting, more efficiently collecting, or both.

Speakers:

Meredith L. Williams, Chief Knowledge Management Officer, Baker, Donelson, Bearman, Caldwell & Berkowitz, PC,
Patrick G. Dundas, Associate, Schulte Roth & Zabel LLP,
Kevin Colangelo, Vice President, Strategic Accounts, Bloomberg BNA

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • 5 Phases of Law Firm KM
    • Traditional content management
    • Technology and content enhancement
    • Client-facing KM products and services
    • Using technology to enhance practices and products
    • Total practice management
  • The Low-Impact KM Resource Journey.
    • Buying an off-the-shelf content product such as model documents and practice notes from The Practical Law Company.
    • Implementing better technology — but a good document management system requires human input for content and for metadata.
    • Enable search or provide concierge search services.
    • They collect all of the “pardon the interruption” or “request for information” emails that are sent to solicit experts and work product. This helps connect people to the resources they need.
    • Document assembly projects are a great way to distill the knowledge of the firm.
  • Data Classification.
    • Baker Donelson undertook a project to identify all their critical systems, all the data points in each critical system, and how the data flows between these systems. This means that they understand all the matters, phases and tasks. And they know specifically which KM resource will be helpful for each matter, phase and task. They also have information governance standards because they do a great deal of healthcare work and must comply with regulation regarding information confidentiality and preservation.
    • Instead of classifying individual documents, classify at the matter level.
  • Should we be in the business of creating and maintaining precedent databases?
    • Schulte Roth says no. It is an uphill struggle that never can be one.
    • Baker Donelson says it is only possible with the full cooperation of practicing lawyers. The firm provides billable hour credit to do this. And, when the resulting work product is sold to clients, the creators receive some of the sales price (after the firm’s venture fund is repaid).
    • How to involve attorneys when you do not have a venture fund? Dundas suggests publishing the unapproved forms with warning labels that they are beta-test ready but may not yet have the highest-level of internal approval. Then get the necessary improvements and approvals as you use them in the course of a matter.
  • Shadow the lawyers in the firm.   This is the best way to understand how the attorneys work and whether they have the right tools. Then make sure you give them the right tools.
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Client and Matter Profiling through the Matter Lifecycle #ArkKM

Session Title and Description: Client/Matter Profiling Throughout the Matter Lifecycle

Imagine capturing context from the get-go and approaching matter intake as an opportunity to define the parameters of knowledge collection, and then building this into the workflow of every matter the firm takes on. When a new client or a new legal project comes to a firm, the priority is to create a new client and matter file in the firm’s accounting system as quickly as possible. However, establishing a record in the accounting system for billing purposes is just the beginning. Data at the client level (and related party level) and the matter level (legal project level) must be collected from the time of inception of the client/matter through the end of the engagement. It’s simply not enough to talk about what data should be collected, there needs to be a discussion about the limitations and difficulties. Where do you start, and what is a minimum feasible approach that can support the value of concept?

Speakers:

Chris Boyd, Senior Director of Professional Services, Wilson Sonsini Goodrich & Rosati,
Chad C. Ergun, Director, Global Practice Services & Business Intelligence, Gibson, Dunn & Crutcher LLP,
Deborah S. Panella, Director of Library & Knowledge Services, Cravath, Swaine & Moore LLP

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Why matter profiling is important. Matter profiling facilitates better marketing, understanding client needs, pricing, selling, RFPs/pitches, identifying expertise, delivering legal services.
  • Matter profile requirements.
    • Accurate. Ideally, matter profiles are accurate. However, too often this is not reality.
    • Comprehensive
    • Consistent — using an agreed taxonomy
    • Done within routine workflow.
    • Completed as quickly as possible.
  • Challenges to matter profiling.
    • Too many cooks — every department/constituency has different reasons for participate and different expectations for the outcome. They also choose different ways of participating. At the end of the day, all they share is the belief that cooperation with matter profiling is a good thing — at least in theory!
    • Timing — too often asking lawyers for matter profiling is a timing challenge. You ask them before they know or after they care. Both yield suboptimal results. (It is very hard to interrupt attorneys in the middle of a matter to get their insights for matter profiling. The attorneys are more focused on client deadlines than internal knowledge needs.)
    • Time & Effort — participants do not always believe that they receive results that are commensurate with the time and effort involved.
    • Quality Assurance — it can be hard to standardize approaches, because the approaches are the result of differing workflows and work beliefs. For example, it can be hard for marketing and KM to agree on industry codes. And that is only one data point.
  • Capture and Consume. As much as there are challenges to capturing the necessary information, there is an equivalent challenge in displaying it in a form that is easy to consume by lawyers and law firm support functions.
    • Automate as much as possible in terms of capture and display.
    • Skim the cream off the new business in-take process — leverage that system as much as possible.
    • Consider whether there are any bits of information you can extract from legal documents as they are being developed in the course of an engagement.
    • When you capture the data, put it at the right level: should it be associated with the client or with the matter or even a sub-matter?
    • Provide an alert system to focus KM on creating even a rudimentary matter profile at the beginning of the matter.
    • Wilson Sonsini uses a document assembly tool (contract express) to help lawyers profile the matters they are working on.
    • Wilson Sonsini “pays” lawyers with billable hour credit (up to a cap) for assisting with these profiles.
    • Wilson Sonsini also provides deal profile and fee information to lawyers, to help them provide ballpark figures to clients who are inquiring about the cost of new representation.
    • Another firm creates  a closed matter questionnaire. Before providing the questionnaire to the lead attorney on the matter, they complete as much of the questionnaire as possible from other internal and external sources. Then these completed questionnaires are indexed by Recommind to serve back to the lawyers information on precedents and expertise.
    • White & Case uses their process of creating electronic closing binders to capture additional matter profile information. This work is done in their Manila office.
  • Use external resources. Sometimes it faster to receive notification of deal closings from external resources than internal resources. (Lawyers don’t always remember to report closings.)
  • Collaborate.
    • Involve marketing, legal secretaries, practice groups, the records department, etc.
  • Show the results.
    • Find ways to surface the data back to the lawyers.
    • Use the data to identify legal expertise and then mash that up with individual lawyer skills (e.g., language skills).
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How does KM Factor into the Strategic Fabric of the Firm? #ArkKM

Session Description: 

Baker Donelson takes a holistic approach to firm strategic planning. In this keynote segment, attendees will hear from Jennifer Keller—Baker Donelson’s new President and COO. Taking the position in April, she is the first woman in this role and brings a unique perspective to the function of knowledge management in pursuit of the firm’s strategic goals.

Speaker:  Jennifer P. Keller, Firm President & Chief Operating Officer, Baker, Donelson, Bearman, Caldwell & Berkowitz, PC

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • KM Development at the Firm. Baker Donelson’s KM efforts started in 2002. In 2004, they instituted “KM Dollars” (now called the venture fund — see below) to provide incentives to lawyers to participate in KM projects. In 2005, they launched their first KM strategic plan. In 2010, they moved to their second KM strategic plan. Now they are working on strategic efforts for the 2015-2019 period: KM Consultancy work, KM Technology and Product Development, and KM Department Reengineering.
  • Holistic Approach to Strategic Planning. Baker Donelson has a strategic planning body that involves departments, practice groups, KM LPM, Marketing executive management, and the Board (i.e., management committee in strategic planning. This strategic planning body studies, plans and recommends courses of action for the firm.
  • The Venture Fund. The venture fund is the way to “pay” attorneys for working on non-billable projects, including KM and other research and development projects. This fund is a “significant amount of dollars” that are put in the budget and used to compensate attorneys with billable hour credit for strategic projects that are otherwise non-billable. They have a rigorous application review process that requires each application include an approved plan. Then, when the lawyers apply for funding, their claim must be substantiated by an audit by the KM department to ensure the work done through this fund is of strategic value to the firm.
  • 5 Keys to integrating KM into the Firm.
    • Understand the psychology of the attorney of 2015. There is pre-2008 lawyer life and post-2008 lawyer life. Now lawyers are operating under greater scrutiny with respect to efficiency and value for the client.  Now the new focus is: lower cost, more profitability, productivity.
    • Have a seat at the table.  To be effective in KM, you need to understand the firm and its people. This means being at the strategic planning table, and having a foot in administrative management and practice management. If you cannot get a seat at the table, have a relentless advocate who does have a seat at the table.
    • Focus on client value. This does not mean the same thing to everyone: lower cost? Higher predictability? Better outcomes? More transparency? The definition of client value is set solely by the client. So you need to have some core agreement with your clients as to what constitutes client value to them. If you do a client survey, make sure that the KM department sees the results to that they can tailor their work accordingly.
    • Don’t forget the importance of Support Staff and Administrative Departments. Assistants are integral to the work of attorneys and their practices. These assistants can be important allies when converting lawyers to a new workflow or behavior.
    • Identify and help remove obstacles. Look at what is working. Look at what is not being used. Then ask “Why?” When you find the answers, you will be a hero. As you do this work, remember that good communication is critical. Don’t fall back on email for everything. Baker Donelson uses a great deal of one-on-one training to help people in the firm engage with KM and its efforts.
  • Have a  great KM team.

 

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Collaboration Between KM and Marketing #ArkKM

Session Title and Description: KM & Marketing: True Partnership or Marriage of Convenience?

Law firm marketing departments regularly collaborate with lawyers to produce events, publications, pitch materials and more. The attorneys add context to the core functions of Marketing. Interestingly, that sounds a lot like KM’s goal of transforming information into knowledge by adding context. Is it possible that Marketing and KM have more in common than other administrative departments, and that intra-departmental collaboration can create an exponential value boost in a law firm? Our panel of Marketing and KM professionals will discuss collaborative successes as well as failures and the consequences of silo’d departments. How can KM and Marketing make CRM a success? How can business and client intelligence fuel both disciplines? Can KM and Marketing succeed at creating new product offerings? Is the elusive after-action review attainable through collaboration?

Speakers: 

Scott Rechtschaffen, Chief Knowledge Officer, Littler Mendelson P.C.,
Laura G. Murray, Esq., Chief Marketing Officer, Bilzin Sumberg,
Brad Newman, Practice Innovation Manager, Cooley LLP

[These are my notes from the 2015 Ark Group Conference: Knowledge Management in the Legal Profession.  Since I’m publishing them as soon as possible after the end of a session, they may contain the occasional typographical or grammatical error.  Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Ways in which Marketing and KM Collaborate.
    • KM creates materials that marketing then distributes to clients and potential clients.
    • KM supports Marketing in conference planning and presentations.
    • KM and Marketing collaborate on deal data. Cooley provides data visualization tools to the public so that they can interpret this data.
    • Build databases that enable data analysis and collaboration. For example, allow Marketing and KM to share the experience database.
  • How to overcome barriers to this collaboration?
    • Marketing likes to control the message. Therefore, they are reluctant to allow lawyers to present directly to the public — especially via social media. Marketing does not control lawyer communications in the course of matters, when speaking to clients, when filing with governmental agencies, when appearing before the court. So why not trust lawyers on social media?
    • A key issue is awareness: each department may not be aware of what the other department is doing and what its priorities are. Along with awareness, the departments need to provide transparency into their processes.
    • Be willing to share credit (or assume the blame) for collaborative efforts.
  • CRM. Implementing a truly useful client relationship management system has been a challenge for many firms. At Cooley, the KM department has supported Marketing in finding better workflow and better ways to extract and analyze data lodged in Salesforce. While Marketing may know how to use a CRM well, Rechtschaffen believes that most lawyers don’t know how to use the tools. At Bilzin, KM owns the CRM system, not Marketing. This makes sense for Murray since KM is more focused on maintaining the integrity of the data. (She believes that Marketers are more on the “art” side, while KMers are more on the “science” side of this equation.) The key issue is to show the attorneys every day of the data that is in the CRM system. This motivates them to add their own data.
    • Alicia Hardy of White & Case commented that it can be divisive to have one department “own” a system. It is far better to have the firm itself “own” each system, but then involve all the relevant support functions in implementing it and enhancing it.
  • Keys to collaboration. Make sure that there is a constant discussion between KM and Marketing. Each KM attorney may be assigned to a practice group, but a marketing manager will be too. Make sure they are talking and finding ways to collaborating. Each should feed the other with new ideas. Each should provide implementation support to the other. Make sure that at the grassroots level they are interacting professionally and, even, socially. Have coffee. Have lunch.
  • Create infrastructure. At Littler, they assign a marketing professional to every KM initiative. This ensures that both departments create awareness and transparency. It also creates important relationships that make the work better.

 

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Advice from an Iraq Vet to KM Professionals

person-question-1158128-1280x1280Erik Booker could be a middle school student’s nightmare. In his current job, he is a seventh-grade teacher in South Carolina. Before becoming a teacher, however, he was a US Army intelligence officer in Iraq. That experience taught him to read body language and to know when someone it not being entirely truthful.

Now do you see his potential to scare a seventh-grade student?

In the course of a moving Storycorps interview conducted by his former student, Jenna Power, Booker offers the following advice to his student:

Be brave. Now let’s face it, there are some students who sit in my class and they do what I tell them to do. But you were never satisfied with that. You always said, ‘But wait…’ That was my favorite phrase from you: ‘But wait…’

I want you to ask those questions. ‘Why is it that way? Why do we do things that way?’ To me, that is what sets people apart — that desire to know more.

As I heard this interview, I mentally swapped out some of his words to fit another scenario we know too well:

Now let’s face it, there are some KM professionals who sit in a law firm and they do what the partners tell them to do. But you were never satisfied with that. You always said, ‘But wait…’ That was my favorite phrase from you: ‘But wait…’

I want you to ask those questions. ‘Why is it that way? Why do we do things that way?’ To me, that is what sets KM professionals apart — that desire to know more.

By changing just a handful of words, a seventh-grade phenomenon became a very familiar law firm KM phenomenon. While the partners of your firm may be well-intentioned, it is still your job to ask the follow-up questions. It is still your job to ensure that you have identified the root cause and are addressing it rather than the symptoms of a problem. After all, KM is your area of expertise, not theirs.

As you work this week to advance knowledge management inside a law firm, remember Erik Booker’s advice. Keep asking yourself and your colleagues: “Why is it that way? Why do we do things that way?” And don’t settle for the obvious answers.

If you are attending the Ark Conference on Knowledge Management in the Legal Profession this week, ask these questions of the presenters, vendors, and other attendees. And, once again, don’t settle for the obvious answers.

It is in asking and answering these questions that we open up a window on our hidebound practices and out-of-date thinking. It is in asking and answering these questions that we create the opportunity for insight and innovation.

So take the advice of this Iraq vet. It is how you will set yourself and your KM effort apart from the others.

[Photo Credit: Sigurd Decroos]

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