JordanFurlong + km   53

Building a Law Firm KM Strategy that Drives Value | Aderant
2) Do law firms really need a KM program?

JF: Yes, they do, and there are several reasons why.

The first reason is growth. As firms have grown in size, both organically and through mergers, they need to properly leverage the breadth and depth of experience they’ve acquired.

The second reason is the high turnover many law firms encounter. The average large firm will see a turnover of about 30% of its attorneys in a five-year period. That’s top to bottom and includes everyone from associates to partners, which means it’s important to preserve knowledge when you can and make it accessible to the rest of the firm.
april 2019 by JordanFurlong
Should Law Firms Invest More in Competitive Intelligence? - Prism Legal
Should Law Firms Invest More in Competitive Intelligence?
Ron Friedmann, 1 day ago 6 min read 76

Should law firms invest more in competitive intelligence? In my still relatively new role as Chief Knowledge + Information Officer at LAC Group, it’s a new question for me.

In some ways, whether law firms should invest more in competitive intelligence (CI) is a very old question. Why old? I write about how lawyers can practice better and how law firms can improve their business operations. You may not have noticed, but my blog / website has a tagline:

The Perhaps Under-Observed Tagline of My Blog and Website
I choose my topics based on what I think law firms need to do to meet this mandate. For example, a couple of years ago I started writing about experience management, as that category of enterprise software emerged. It’s not because this is cool technology (though it is). It’s because it solves a problem for law firms: how to win more business and improve service delivery.

The same is true for competitive intelligence. Many surveys I’ve read over the last few years highlight that clients want law firms to understand the company and the industry. The deeper the insight, the better. Competitive intelligence serves that purpose. It helps win business and improve service delivery.

With that introduction, I reproduce below a blog post I wrote for LAC Group yesterday, Should law firms invest more in competitive intelligence?. And I end with a couple of thoughts about improving the value of CI.
compintell  km 
april 2019 by JordanFurlong
Data Doesn't Make Decisions | 3 Geeks and a Law Blog
Intelligence is for Issues, Insights are for People this is a new discovery for me. I noticed that many CI practitioners and departments have adopted the insights nomenclature. I couldn’t quite understand why, the connotations of insights over intelligence is less harsh for sure, but there has to be another reason. KITs, Key Intelligence Topics, the corner stone to any good CI project/function starts with defining a business problem or a topic and then getting executive sponsor. Akin to “what keeps you up at night Ms. Firm Management”. But Insights, are about more than data, insights are about seeing beyond the obvious or as the dictionary defines it “seeing into a situation”.  To see into something, means applying a layer of emotional intelligence or EQ. It means understanding motivations, trusting instincts and accounting for a human context.  That is very different than intelligence and not just in connotation and it something worth exploring more in this hyper data driven legal future.
km  data  analytics 
march 2019 by JordanFurlong
Information is Power + Profit (Ark Library Presentation Preview) - Prism Legal Information is Power + Profit (Ark Library Presentation Preview)
Information is Power + Profit (Ark Library Presentation Preview)
Ron Friedmann, 1 month ago 3 min read 1048

Everyone is familiar with the age-old adage that “information is power.” Let me tweak that to “Information is both power—and profit.”

And that is the theme of my upcoming session at the Ark library conference on February 21 in New York: “Who moved my cheese? How firm libraries create new top-line (and bottom-line) value.”

If you will attend, I welcome the opportunity to meet you and answer your questions personally. Here’s a synopsis of what I’ll say.

[A version of my post first appeared at LAC Group’s blog here.]

Modern law firms face many challenges
march 2019 by JordanFurlong
Allen & Overy Expands Consulting Arm, Launches Client News Service | The American Lawyer
A&O global head of research and library services Sarah Fahy said that clients want “the right information coming to them in the right quantity,” but often “don’t have the staff and skills in-house to do their own research on an ongoing basis.”

Dickinson added that A&O has been the “driving force” behind the new product and that the new platform has the potential to turn firms’ library teams, traditionally seen as a cost center within a business, into a “value-add” service.

A&O also announced Friday that it is expanding its regulatory consulting business in Australia. That business launched in London last year.
km  innovation  startups  consulting 
february 2019 by JordanFurlong
Putting Intelligence in BP Decision Makers’ Hands (Live #ArkLib) - Prism Legal
The change in role in Angela’s 10 years has been to a focus today to “cutting edge next-generation intelligence service” to support delivering more energy to the world with less impact on the world (the “dual challenge”).

For the next 10 years, how do we build capability that helps BP make the right decision about delivering new energy sources in new ways. The intelligence function is key to support this initiative. The forces affecting BP include going digital, a more mobile population, and the need to store energy.

Beyond traditional library / research support, the Tech Intel function tracks conferences and events. Increasingly, some of the key insights today are more likely at a conference than in the literature.

Today, there is more emphasis on tracking and analyzing patents. Analytic tools for patents have really improved in last decades. Today, patent analytics is more important than pure patent search. The key is actionable insight. For example, analyzing a company’s patents can provide an understanding of what direction it is heading.
intel  km  client 
february 2019 by JordanFurlong
Partnering with Clients to Drive Practical Innovation (Live #ArkLib) - Prism Legal
To get to the new approach at retail company, firm had to actively engage the client, at outset and ongoing basis. The legal ops person had to take chance to push for change in her company. The firm helped the legal ops person with the internal corporate selling. One in-house lawyer was very resistant. Firm helped legal ops sell the engagement on a fixed fee basis.

The key point here is that this program is very close to revenue. Toby worked with the lawyer to sell new business. Client reaction was very positive and included several tweaks in approach over time (a few months since it went live). Gwyn reports there were weekly meetings initially.

For this engagement, technology was a minor piece. The big piece was changing the process.

Gwyn explains how to approach clients with innovation. Start by working client to explain the approach, gain buy-in. KM is involved, not directly with the selling, but with Toby to make sure delivery will work and be profitable. In that initial phase, firm does some process mapping with client. That’s part of initial scoping discussion.

Next step is to build proof of concept. Direct client contact by KM becomes very important here because the firm needs to collect a lot of detail from the client. Gwyn notes that lawyers don’t usually like to sit through these meetings. But multiple iterations were required to collect the right information to handle each matter appropriately.

Once the design was done, the firm had to execute on the mechanics of doing the work. For example, associates were not part of client discussion. They need to be informed how to handle the work. Key success factors include:
firms  clients  innovation  km 
february 2019 by JordanFurlong
Allen & Overy Expands Consulting Arm, Launches Client News Service | Legaltech News
Allen & Overy is ramping up its alternative client offering with the use of a new tool developed in its tech incubation program Fuse, as well as expanding its consulting business in Australia.

The new product, Vable Connect, provides a web-based platform that enables clients to receive research and news on relevant matters via their lawyers.
Information provider Vable was part of A&O’s first Fuse tech program intake in 2017 and worked with the firm to create a product that collates online news and information for lawyers to send to clients. It was founded in 2004 by former Manches lawyer Matthew Dickinson.

A&O global head of research and library services Sarah Fahy said that clients want “the right information coming to them in the right quantity,” but often “don’t have the staff and skills in-house to do their own research on an ongoing basis.”

Dickinson added that A&O has been the “driving force” behind the new product and that the new platform has the potential to turn firms’ library teams, traditionally seen as a cost center within a business, into a “value-add” service.
km  it  innovation  firms 
february 2019 by JordanFurlong
When it comes to succession planning... - LAC Group | Knowledge & information managed services
Many law firms focus primarily on the managing partner or the management committee when it comes to succession planning and leave the various departments to work with human resources or to fend for themselves when it comes to planning for the future. This can be especially problematic because it is not uncommon for law firm support staff, including library directors, to have significant tenure at their firms, sometimes 20, 30 or even 40 years of service.  When these individuals retire or leave the firm, they take with them a wealth of institutional knowledge.

As of 2018, nearly half of the Baby Boomer generation—those born between 1946 and 1964—have already moved on or will soon be retiring. If your chief law librarian or library director is a baby boomer, chances are good that he or she is getting close to a retirement decision. Retirement of a well-regarded, effective leader requires planning, and it should start well in advance of the farewell parties.
km  succession 
february 2019 by JordanFurlong
Legal librarianship in 2019-2020 - LAC Group | Knowledge & information managed services
We surveyed some of LAC Group’s in-house experts on where they see the profession headed as we enter the final year of this decade and what legal librarians should focus on to ensure they remain an essential part of the law firm mission. We will also ask you, as a law firm researcher or librarian yourself, to weigh in on what you think the priorities should be for legal information professionals and their employers—you’ll find a survey link at the end of this article.
library  km 
january 2019 by JordanFurlong
Succession Management Pillar 4 of 5: Leadership Succession and Knowledge Transitions | Rainmaking Oasis, LLC
In the context of this succession topic, we are defining knowledge broadly: it could be in the form of unique institutional knowledge a senior partner has of the firm or of clients, it could be a distinctive area of expertise that no one else in the firm has fully developed or it could be other important community-facing connections and ties. Any one of these could diminish something valuable the firm currently benefits from.

Our Pillar 4 post recommended several steps to help firms analyze its demographics in anticipation of possible retirements over the next ten years. It is important to consider what special skills and knowledge each partner aged sixty and older contributes to the firm and to assess the strategic importance of senior partner expertise, roles, gaps and threats.

There are a number of considerations and steps to take:
succession  km  leadership  diversity 
september 2018 by JordanFurlong
The Cadwalader Cabinet, A Machine Learning Research Platform | Artificial Lawyer
to hear about the firm’s custom-built legal research and knowledge management platform that leverages machine learning, known as the Cabinet.

The Cadwalader Cabinet provides analysis of US financial regulation and the firm has also just announced the release of a new version of its subscription service. It’s a great example of a law firm – and a pioneering partner – taking legal innovation into their own hands and creating something of value for the firm’s lawyers and the clients. Artificial Lawyer asked Lofchie if he could please tell us some more.
robo  firms  innovation  km 
july 2018 by JordanFurlong
Knowledge Management Priorities in Large Law Firms – 2018 Survey - Prism Legal
I draw two main conclusions from the survey, the same as last year. First, KM remains robust. Each year we find more firms with KM professionals; the number of survey respondents and Summit attendees grows. Second, KM has certain core activities but also tackles an ever-changing set of initiatives. KM professionals will likely always need to attend to core activities such as forms + precedents or upgrading core systems such as search. But they also work on a shifting range of activities, from pricing, and process improvement, to new methods of collaboration. Of course, the latest is artificial intelligence, which seems destined to occupy us and many others for years to come.
km  robo 
february 2018 by JordanFurlong
Knowing Value: The Rise of the Law Firm Chief Knowledge Officer | Dewey B Strategic
his past July the American Lawyer published its first rebranded annual Survey of Law Firm Knowledge Management, Library, and Research Professionals and focused on the rise of the chief knowledge officer. The main article was entitled “Law Librarian? Try Chief Knowledge Officer” and it was accompanied by another article entitled “From Providing Data to Providing Insight.” Both of the articles focus on the emergence of librarians and information professionals as CKOs.

Knowledge professionals are faced with the challenge assessing a complex ecosystem of emerging tools offering artificial intelligence and analytics. The market is full of new products which offer law firms “magic bullet” solutions which promise provide to deliver a competitive advantage, streamlined workflow or “game changing” insights. They are on the front line of a workflow and intelligence revolution and bring their experience and expertise to the challenge of marrying external and internal content with, algorithms and curated data. New knowledge and intelligence responsibilities include: Competitive Intelligence, Legal Project Management, Lateral partner due diligence, Pricing and Pitching as well as the development of client facing solutions. Traditional responsibilities include knowledge database management, portal development and enterprise search. Read the full article HERE
december 2017 by JordanFurlong
How O’Melveny Is Creating an Operational Roadmap for Its Litigators | Big Law Business
We began in earnest to try to solve that problem and our initial [idea] was that we had to be smarter about our staff. If you had people chopping the vegetables and creating the plate, you had to have the people in the right positions. We started going down that path and realized we had to deconstruct 400 litigation projects into tasks that chronologically represent the litigation process at our firm. And then we realized, ‘Wait a minute. Since we have gone this far, why don’t we associate with each task the smartest, quickest way to do it, given our library resources, technology, specialized people and all documents and precedents across all the work we’ve done. And that way, not only would we know for a particular task who would do it, but we could direct them to the best way of doing it.
process  systems  km  biglaw  firms  it 
august 2017 by JordanFurlong
Curation Over Creation: Getting the Most out of Existing Legal Information – Slaw
Setting the Scope: Choosing Questions
Following the cutting-edge design of Steps to Justice, we set the scope of my work by the questions our pages would answer. To have the greatest impact, we focused on questions that were:
(1) common,
(2) had serious consequences for non-compliance (both legal and practical),
(3) were most difficult to find an answer to.
To figure out (1) and (2), we started from the list of questions CLEO receives most frequently and consulted multiple times with the Ontario Nonprofit Network (ONN) on what they believed were of highest priority. I figured out (3) over the course of my research by seeing what other well curated hubs of content existed.
When it comes to how you write the questions, it is crucial to understand that people want the one thing lawyers are often most reluctant to give them—a straight answer. A well written question is precise and straight-forward enough that a straight answer is possible without compromising legal accuracy. There are almost always exceptions and qualifications to add, but if you start with a nice clear answer, the user is relieved enough to read on. A clear-cut question will also help you sift through the resources much quicker, since you’ll know exactly the kind of answer you’re looking for.
km  access  ple 
august 2017 by JordanFurlong
Law Librarian Try Chief Knowledge Officer | The American Lawyer
"Our work has gone beyond research and into AI, data analytical tools, and business development," says Steve Lastres, director of knowledge management services at Debevoise & Plimpton. "We are providing a level of service and customization that we have never offered before." For example, the knowledge management (KM) team at Debevoise publishes 19 curated newsletters each week focused on different practice areas.
"There's value in serving up relevant content to 50 people within a practice area," Lastres says. "They don't have to go looking for it, and it develops trust between the attorneys and the KM team."
"Business and competitive intelligence is very important, given the competitive [business] environment," says Marlene Gebauer, director of knowledge solutions at Greenberg Traurig. "These tools generate a huge amount of data—and it is getting more granular, so the research now is a lot more complex and takes a lot more time," she adds. (She declined to discuss how the firm uses these tools, citing firm policy.)
library  compintell  intel  knowledge  km  data  analytics 
june 2017 by JordanFurlong
A New Era for Managing and Finding Experience in Large Law Firms | ILTA KM
Recently, a new class of software has come on the market designed to manage experience. These tools collect important details about lawyers and matters, offer flexible reporting, integrate with other law firm systems, and have simple-to-use interfaces. Furthermore, they offer a single, enterprise system that can power marketing, KM, finance, and other functions.

However, software alone is not enough; someone must populate the data. Reluctance to hire staff to do this has fallen as firms respond to the need to pitch, price, and analyze profitability. Many Marketing Departments already invest heavily in capturing this type of data. Finance and new business intakes often contribute and KM departments happily contribute given that they can ride on the experience system’s coattails.

These systems rest on more accurate matter typing. Depending on the nature of the legal work, accurately characterizing matters may be possible only well into the life of the matter. Marketing or KM typically chases down the information at suitable points in the matter, which can be days, weeks, or months after inception. Some leading firms, however, are building tools based on role and time entry with phase and task codes as triggers that add a controlled workflow component to capturing information over the lifecycle of a matter. That lifecycle integration holds real promise.
km  xm  knowledge  marketing  pricing  it  robo  innovation 
june 2017 by JordanFurlong
Our Machines Now Have Knowledge We’ll Never Understand
the US and elsewhere as a result of legislation that require people who build credit scores to manage the tradeoff between things that are predictively useful and legally permitted.” Machine learning algorithms might discover, for example, that Baptists generally are good credit risks but Episcopalians are not. Even if this example were true, that knowledge could not be used in computing a credit score because U.S. law prevents discrimination on the basis of religion or other protected classes. Credit score companies are also prohibited from using data that is a surrogate for these attributes, such as subscribing to Baptist Week
robo  ethics  km 
april 2017 by JordanFurlong
Practice Engineering for 21st Century Legal Services Firms (Part 3)
What a modern law firm needs is a Chief Engineer, with the training, skills, responsibility, and authority to:

Map the entity as the single but complex organization it is;
Direct the integration of practice functions in accordance with the principles of systems engineering;
Manage analysis of the optimum level of vertical integration, practice by practice and matter by matter; and
Advance the effective use of effective technology to improve delivery of legal services.
I will speculate that alternative legal services providers, unhindered by tradition and partnerships, get closer to the systems engineering model and to the business organization necessary to achieve it.
robolawyers  engineers  knowledge  km 
march 2017 by JordanFurlong
Large Law’s Not-So-Secret Weapon In Marketing And BD: The Library | Above the Law
To differentiate themselves, law firms have begun actively producing thought leadership, content marketing (including research), and academic-style studies on topics of interest to their clients. Such materials allow firms to show their mastery of a subject and differentiate themselves while teaching their clients and prospects something new. Of course, producing those materials often calls for analyzing and drawing insights out of raw data and information, which is the stock in trade of law firm librarians. And in that way, the library has become critical to some law firms’ marketing and business development efforts.
marketing  library  km  compintell  business  firms 
march 2017 by JordanFurlong
Article: Bucerius Herbsttagung
Kim allows knowledge workers, business owners and even lawyers with no programming skills to create virtual process assistants to automate data, documents and workflows for their own businesses and/or for their customers.
Its artificial intelligence assimilates everything needed to create such virtual assistants quickly and easily, irrespective of industry and size of business.
As to whether personal assistants are still needed, many of the tasks formerly carried out by personal assistants are already carried out in different ways, enabled by technology such as integrated electronic calendars, mobile email, smartphone apps etc. Arguably the role has shifted to that of a knowledge worker, responsible for managing and manipulating information in a vast range of forms. Technology such as Kim helps to empower knowledge workers by increasing their efficiency and effectiveness within any organisation.
km  robolawyer 
september 2016 by JordanFurlong
Prism Legal The Rise of Legal Knowledge Management - Prism Legal
You may be surprised at the breadth of what KM professionals do. In the early days, around the turn of the century, the focus was mainly on creating precedent and taxonomies and building portals. The KM part of the focus grew to include enterprise search, experience location, expert systems, and collaboration tools. While the KM toolkit grew, so too did the remit of KM professionals. Today, many support alternative fee arrangements, process improvement, and legal project management.

This survey also provides evidence of the growth in KM. This year, almost 90 people from multiple Anglo-law jurisdictions answered the survey, up from about 60 in 2014. We have had an almost equivalent corresponding percentage increase in attendance of the meetings. (For a complete survey write-up, see my Strategic Legal Technology blog.)

Concluding Thoughts: For in-house lawyers, KM can improve efficiency of their own lawyers. And it can avoid paying law firms to do the same work more than once. Law firms can also improve efficiency. Plus firms can use KM to improve their service delivery, perhaps the only sustainable way to differentiate today.
km  firms  productivity 
march 2016 by JordanFurlong
Thomson Reuters Unveils New Platforms for E-Discovery and Legal Research and Offers Glimpse of New AI Product Using IBM’s Watson - Robert Ambrogi's LawSites
With regard to IBM Watson, TR executives provided only crumbs of details. Last October, TR announced that it had entered into a multi-year agreement with IBM to use the Watson technology to develop and enhance products across all its divisions, not just legal. But TR Legal will be the first to release a product that has Watson “under the hood,” according to Erik Laughlin, managing director, Legal Managed Services and Corporate Segment, and head of the Watson Initiative.

The product will help users untangle the sometimes-confusing web of global legal and regulatory requirements and will be targeted at customers in corporate legal, corporate compliance and law firms. Initially, it will focus on financial services, he suggested, but will also address other domains important to corporations.

More details will be released in the second half of this year, he said, when TR will begin rolling out the product to beta users.

“We’re not setting out in the first instance to build robo lawyers,” Laughlin said. “We’re setting out to amplify the intelligence of our clients.”
robolawyer  research  km 
february 2016 by JordanFurlong
3 Geeks and a Law Blog: In the Age of Google, Law Librarians Manage Your Time, People, and Money
First and foremost, I want to remind my colleagues that a public librarian plays a very different role from what a law librarian does. I’ll let public librarians defend their own, and I’ll start by stating what I see as the number one role of a law librarian, regardless of if that law librarian is in government, academia, or private legal environment:

Law Librarians manage the risk within the organization they serve, ensuring the organization’s mission is met through the acquisition, management, distribution, and analysis of legal information needed for the organization to perform its mission in a timely manner and at an appropriate cost.
Our job isn’t about pointing people to the nearest bathroom, or locating lost keys. It is about positioning lawyers, educators, judges, administrators, and the public, in the best possible position to fulfill their responsibility within the legal framework they represent. If we do help you find the bathroom or your lost keys, we do so because we tend to be nice people and want to help. Don’t view that as a weakness, view it as a strength in that we feel empathy for your current situation, not that we have nothing better to do.
library  km  risk 
january 2016 by JordanFurlong
Dewey B Strategic: Has the Librarian-ship Sailed? The American Association of Law Libraries Board Votes to Rebrand As the Association for Legal Information
Last week the  organization announced that the Executive Committee had voted unanimously to change the name of the organization to the Association for Legal Information.
The recommendation came after the organization retained a consulting firm and spent  months engaged in analysis. The members  of AALL will get a final up or down vote in early 2016.  
AALL membership which includes members from academic, law firm and government organizations represents  a mix of institutions which are in varying stages of disruption and transformation. Law firm members are out on the “bleeding edge” managing virtual teams, assessing issues such as outsourcing, offshoring, project management, big data and lean Six Sigma. They are living in a world of change. The future isn't quite so present in all member institutions. Some members insist that change can be postponed. Others insist change is overdue!
library  km  research  associations  branding 
november 2015 by JordanFurlong
The End of Expertise
Increasingly, expertise is losing the respect that for years had earned it premiums in any market where uncertainty was present and complex knowledge valued. Along with it, we are shedding our reverence for “expert evaluation,” losing our regard for our Michelin guides and casting our lot in with the peer-generated Yelps of the world.
km  robolawyer  value 
october 2015 by JordanFurlong
What the Amazon Echo Taught Me About Knowledge Management (Hint: UX) | Patrick DiDomenico | LinkedIn
So, how does this apply to KM and what can we as knowledge management professionals do to harness the benefits of good UX? I don’t suspect that we will soon have Echo devices in our offices answering legal questions; but then again, maybe we will. A start-up company called ROSS is using IBM Watson technology to tackle legal research and it even has voice recognition that allows users to speak their queries. Maybe Amazon will partner with ROSS and make that a reality. More importantly, we can learn to acknowledge the importance of designing a superior user experience in our KM efforts. Remove the barriers to adopting KM tools and technologies. Figure out how to eliminate the unnecessary steps to connect our lawyers with the people and collective knowledge they need to do their work and serve their clients. (Can you design an Intranet that makes critical information available in one mouse click rather than three or four?) Design consumer-grade client-facing applications so that clients are delighted, rather than frustrated, when accessing your firm’s content. Develop clear, meaningful, and delightful programs and techniques to communicate KM to your lawyers.
km  robolawyer 
may 2015 by JordanFurlong
Knowledge Management is dead: long live people, process + platform | David Halliwell | LinkedIn
1D: advanced – the ability to take into account situational elements, and so follow basic rules – if/then etc
2D: expert (yes, we've got there already and there are 2 more levels yet) - the ability to take an external perspective to the rules and so be able to organise them according to priorities
3D: master – a master sees the range of inputs from which decisions have to be taken as a whole, and intuitively sees the solution to a problem, or which decision needs to be taken
4D: grandmaster – this is the ability to see into the essence, the quintessence, of a subject and shape it. So expert that the topic follows his or her lead, rather than the other way round.  Genuine, absolute master of the situation.
process  km  talent 
may 2015 by JordanFurlong
Big Law Brings Big Knowledge Management | Legaltech News
“Too big to fail” does not apply to law firms. After Bingham McCutchen, Dewey & LeBoeuf, Heller Ehrman, Howrey and Thelen, everyone knows that. Big law firms, however, are too big to ignore past precedents and their expert knowledge in litigation and transactions, which can differentiate them from other firms. O’Melveny & Myers knows that. The Am Law 100 firm is rolling out a new firm-wide litigation playbook tool built on its OMMNI intranet.
km  process 
march 2015 by JordanFurlong
Dewey B Strategic: Lex Machina Adds PTAB Data and New ACC Article Provides "in House" View of Lex Machina and Legal Analytics
I have focused on Lex Machina as a powerful data engine for law firm business development and a kind of crystal ball providing predictive insights which can be applied to case assessment and litigation strategy. The March issue of the  Association of Corporate Counsel Docket is featuring an article which provides in the "In-house" perspective on legal analytics from Lex Machina and other sources. The  article co-authored by Kevin Kramer, Yahoo's VP and Deputy General Counsel for intellectual property and Owen Byrd. Lex Machina's Chief Evangelist and General Counsel. The Article " Legal Analytics Transform Law Department Patent Activity" describes the variety of ways that in house counsel are using data to select and manage outside counsel, make internal business decisions when faced with a lawsuit and determine their own tactical and strategic approaches to case assessment for patent litigation. The article provides  interesting insights into how Yahoo is using data to assess their response to patent troll litigation, select outside counsel and conduct case assessment and litigation strategy. There were also some applications I couldn't have imagined. Yahoo  reports using workforce data and geographic location of their engineers to anticipate the volume of "invention discolsures" which will be submitted to the GC. My favorite insight in the article is the power of legal analytics to empower lawyers by  moving them away from making decisions using subjective "anec-data" to leveraging resources which deliver actionable, objective data.
metrics  data  km  clients 
february 2015 by JordanFurlong
Building Our Maps: Legal Infrastructure in the Age of Data | Law Technology News
How can we do better? One way forward might be to implement tools that will make the process for gathering and formatting legal documents automatic. For instance, now that some of these projects are putting legal documents up on the web as text (and we’re even seeing governments like the City of San Francisco join this trend), it might make sense to have a tool that can take the raw text of documents and use the work that others have done as a jumping off point for adding more useful context and formatting automatically.
The Restatement project is an effort to move in that direction (disclosure: the authors all participate). It is a free, open source effort to create a standard—and more importantly, a method for getting documents into that standard—for legal text on the web. It works by taking existing text (even in Microsoft Word document form) and using a parser to extract additional information from the raw text, enabling more functionality.
it  data  innovation  km 
june 2014 by JordanFurlong
2014 Law Library Survey Anticipates a Move to Digital | Law Technology News
Primary Research Group Inc. has published a detailed survey of 2013 law library spending plans and management practices. The company surveyed 60 Canadian and American law libraries of different sizes and types, including libraries in law firms, university law schools, courthouses and private companies. The survey findings are available in "Law Library Benchmarks, 2014 Edition."
library  km 
may 2014 by JordanFurlong
4 Ways You Are Screwing Up Legal Knowledge Management | Corporate Counsel
This final point tips us in the direction that knowledge management is truly headed. Some law departments have had the good fortune to invest in the next generation of collaborative technologies. Using the basic premises of Web 2.0, these technologies really orient towards connecting people and information—in the way that LinkedIn and Facebook do. For now, most of us will be doing the analog version of this, which is fine. In the future, however, we expect firms like Legal OnRamp to make progress in building platforms on which in-house and law firm lawyers can easily collaborate and share information.
march 2014 by JordanFurlong
Ravel Law raises $8M to help lawyers gather data -- and cut costs -- in a new way (exclusive) | VentureBeat | Deals | by Christina Farr
During class, the founders teamed up with Stanford engineering students to build a tool that could sift through millions of legal documents in seconds and identify insights. This process, which paralegals and junior lawyers usually perform, requires hundreds of hours of painstaking research. Ravel Law will then present its insights in a nifty data visualization. This data comes from publicly available sources, although my prediction is that Ravel will partner with law schools to increase its stores of information.

According to Lewis, lawyers spend roughly 30 percent of their time doing research, which they typically bill to a client. The founders hope that their tool will help lawyers invest more of their time into winning the case — rather than leafing through documents. Ravel will likely have a far easier time pitching their service to solo practitioners and small firms, which are competing with the traditional white shoe law firms. The smaller firms are increasingly under pressure to offer competitive rates, and explore how new technology can expedite legal processes.
research  innovation  it  robolawyer  library  km 
february 2014 by JordanFurlong
Future of legal services and the development of legal Knowledge Management » VoxPopuLII
The legal profession has for long been notoriously averse to change, but now even the legal industry is affected by a new harsher reality with widespread changes impacting legal practice and client service. These changes come not merely from the aftermath of the economic downturn with price pressure and increased demands from clients, but also from the technological developments and regulatory changes that provide breeding ground for new kinds of competition. This post discusses the future of legal service, with a specific focus on how the current changes on the legal market demand a more strategic approach to knowledge management and efficient working processes and how technology is becoming more and more important as a way to develop new innovative ways to deliver legal services.
september 2013 by JordanFurlong
Latham ties bonuses to knowledge management performance | News | The Lawyer
Latham’s approach to KM has particularly crystallised since the appointment last October of London-based David Fitch as director of global knowledge management.

Fitch, who spent five years in similar roles at both Simmons & Simmons and Freshfields Bruckhaus Deringer, says the KM mechanism that gives Latham lawyers full billable hours credit was one of the keys to creating “a step change” in the firm’s use of KM.

“One of the aims is to build a broader set of KM assets across the firm and the only way to do that is to get attorneys involved,” said Fitch. “Unless there’s the direct incentive they won’t do it.”

Latham lawyers have an average of 1,900 billable hours target before they qualify for a bonus. In its previous mechanism KM hours did not count towards that target although pro bono hours did.

Under the new mechanism one client-billable hour counts the same as one KM hour or one pro-bono hour.
km  laterals 
july 2013 by JordanFurlong
Redesign Research
Of all the lingering effects of the recent recession on the legal industry, none has been so dramatic as client demand for efficiencies. Headcounts are down, and the billable hour model is under attack as alternative fee arrangements become more common. With fewer lawyers, some routine tasks are being assigned to non-lawyers. As a consequence, law firms must operate more leanly. So, where does that leave law librarians?
library  research  km 
july 2013 by JordanFurlong
Why most law firms’ internal collaboration systems are doomed to fail | Managing Partner
So what will work? Imagine a 'Facebook for law firms', where the system provides a feed of relevant activity related to the matters you work on and the topics you follow. You have a permanent reason to come back and check for updates, consistently. While there, you may comment on posts, discuss them with others and assign tasks to team members - get the work done.
collaboration  km  it 
may 2013 by JordanFurlong
For Littler Mendelson, a Game Changer
Its latest plaything is a serious business tool — really, a business process — that Rechtschaffen says is bringing the firm work while driving down client costs.

It's called CaseSmart, and it stems from a conversation a few years ago with a big client that wanted to reduce what it spends on the 1,500 administrative actions brought against it each year by state or local agencies alleging employment violations. The matters aren't complicated, but the client sent them out to 40 or 50 different firms. "We said, give it all to us" for a low flat fee, Rechtschaffen explains. "The impetus will be on us to make it efficient."
innovation  process  commoditization  km 
march 2013 by JordanFurlong
3 Geeks and a Law Blog: The Economics of Law and the Future of Legal KM - Part 5
This presents a tremendous opportunity for Legal KM (LKM). Perhaps the biggest challenge here is the lack of understanding by law firm partners and leaders as to the underlying issues. Shockingly (or not), most partners have little understanding of what makes legal work profitable. They hold fast to the old model that hours and realization lead to more income for them. Although in some practices and markets a variation of this reality still holds true, for the most part it does not. Clients increasingly are holding the line on rates driving down realization. And clients are no longer willing to pay for however many hours a law firm bills on a task or matter.
km  firms  pricing  clients 
october 2012 by JordanFurlong
Size Matters: An Introduction to Big Data | Above and Beyond KM
Mashup Magic. Starting with the provocative question “What decisions could we make if we had all the information we needed?” the audience brainstormed to create a list of new data mashups that could solve law firm business problems. Among the suggestions were: (1) analyzing unstructured content to help uncover possible client conflicts; (2) analyzing emails to identify trending topics; (3) analyzing financial data filed with the Securities and Exchange Commission to find early warning signs of financial distress (or even bankruptcy) of current or potential clients; (4) comparing government economic data with initial public offering pricing data; (5) recording, indexing and analyzing phone calls to find opportunities for cross-selling; (6) comparing pitch document contents to pitch success rates; (7) comparing the content of pleadings with matter success rates; (8) comparing weather data with sales data in your law firm cafeteria.
october 2012 by JordanFurlong
Written in the Stars:The Truth Behind Lawyer Personalities and KM Adoption | Above and Beyond KM
The Nature of Law Firm KM has Changed. The earliest form of law firm knowledge management (pre-2000) focused on know-how, current awareness, professional development and some sharing of know-how and current awareness with clients. The big challenges were getting lawyers to engage and contribute. Once the collection was built, how to maintain it and entice others to use it? If you wanted to extend this approach, how could demonstrate enough value to induce long-term investment in technology and platforms.
Lawyer Barriers. If you talk to lawyers, you see several themes emerging regarding why they didn’t want to share their content: knowledge hoarding because knowledge is power, the emphasis on billable hours, client willingness to pay for inefficient work, an unwillingness to expose less than “perfect” materials, political challenges in achieving consensus regarding standard form documents.
Lawyer Personality Traits. Based on 40 years of data derived from the Caliper Profile (measuring the generic lawyer against the average college-educated population), we find the following traits: very high levels of autonomy, skepticism, abstract reasoning (which makes them theorize that something can be more perfect), urgency (the need to jump in and get things done now). Meanwhile, they have very low resilience (which makes them highly sensitive to criticism).
october 2012 by JordanFurlong
Dewey B Strategic: The Million Dollar Reference Desk: Are Librarians Selling Themselves Short? Ask Pearl!
Today I came across a story in Wired  "A  Place for Burning Questions" describing what may be a new model for the future of research support: . It uses the tag line " Wisdom when you want it." At this point they offer the services of only a  handful of specialties and yet they have built a multi- million dollar business. Earlier this year the company  raised a $25 million Series A round of funding, which included investors Charles Schwab (the man himself) and Glynn Capital.
km  research 
october 2012 by JordanFurlong
3 Geeks and a Law Blog: From Lexis' Real Law: Why We Need Law Librarians More Than Ever
Take a look at the video and listen, not only to the clever snippets of quotes from these law librarians, but also notice the theme of moving away from traditional library services, whether that is "brick and mortar" libraries, or "I'll pull that book/case for you" librarians. There is a lot of potential out there for proactive law librarians that are willing to take on the risk of breaking tradition and moving into areas that make us more valuable to those that we serve.
library  km 
september 2012 by JordanFurlong
Legal KM Needs Social Contracts | Above and Beyond KM
The key to this is placing knowledge sharing within a social contract. When that happens, it is more likely that your colleagues will engage and it will be harder for them to walk away. If you can ensure that contributors receive appropriate social compensation, you should be able to create a virtuous circle that leads to even better knowledge sharing.
september 2012 by JordanFurlong
3 Geeks and a Law Blog: A Chicken In Every Pot & A Librarian In Every Practice Group, To Boot!
Reality and tradition may smack this idea down, but it is an idea worth asking. Imagine that each practice group had a librarian embedded in the group that understood both the goals of the group and the resources (internal and external) available to help the group reach those goals. Imagine a law firm where the library researchers came together to discuss their individual practice group needs, and then pooled their resources together to create a wealth of resources all while negotiating on behalf of the firm to keep the costs of these resources affordable, reducing duplication of resources, training attorneys and staff on those resources, and identifying the best resources that fit the overall need of the practice group and the firm.
september 2012 by JordanFurlong
Why IT Doesn’t Matter and KM Matters Even Less to Clients #ILTA12 | Above and Beyond KM
Why IT doesn’t matter and KM matters even less to clients: how to align services with expectations. This title is what John Alber calls “”a sharp stick in the eye, which is the shortest path to the brain.” The speakers are Sally Gonzalez, Risa Schwartz and Felicity Badcock. They will focus on what clients want and then look at some case studies that delivered to clients.
august 2012 by JordanFurlong
3 Geeks and a Law Blog: Looking Behind ILTA Session Titles: Does KM “Miss the Point?”
We’re all cruising through the ILTA Conference session titles now in the final stages of making our maps through the Gaylord’s throng of session rooms. One session title that jumped out was John Alber’s Thursday afternoon session: “Five Reasons Why Terms Like "Practice Support," "Knowledge Management" and "Financial Services" Miss the Point.” That session looked like it might be a good candidate for the last afternoon of the conference—maybe not the same-old same-old. So I decided to ask Alber to elaborate on the session and give us some more insight into his choice of topic.
august 2012 by JordanFurlong
Law Department Management: Wolfram|Alpha, a harbringer for benchmarks, computes answers to questions from databases
A fascinating article in the NY Times, May 11, 2009 at B7, describes an online service that computes the answers to questions by drawing on collections of data the company has amassed. Some 100 employees in Wolfram Research have gathered, verified and organized huge amounts of data. When a user types in a query, the software tries to determine the relevant area of knowledge and find the answers, "often by performing calculations on its data." The site does not search the Internet for answers.
Bookmarks  it  commoditization  km 
may 2009 by JordanFurlong

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