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Listen Up: ILTA’s New Podcast Will Get You Moving

15 May

mobileBy Ginevra Saylor, National Director of Knowledge Management, Dentons Canada LLP

Do you think you know everything you need to know about mobility and the practice of law? If not, you will want to take a few minutes to sit back and listen to the new ILTA podcast, “Going Mobile – Getting Your Practice on the Road.” I had the pleasure of moderating this engaging and highly informative discussion that features three excellent panellists:

  • Dan Hauck is CEO of ThreadKM, a knowledge management platform that helps legal teams work together through integrated chat and file and project management. Before entering the world of technology, Dan practiced law at Bryan Cave LLP, where he focused on complex commercial and antitrust litigation.
  • Fiona Stone is a Systems Analyst at Perkins Coie LLP, where she administers systems and applications for the litigation, e-discovery, and personal planning groups and manages major cloud-based systems that her firm uses. Fiona holds several technical certifications, including Project Management Professional, and is a trained Six Sigma Green Belt and Lean expert.
  • Mark Thorogood is the Director of Application Services at Perkins Coie LLP. He holds several technical certifications, including Project Management Professional and Android Developer. During his tenure in the US Army, Mark earned the Distinguished Leadership Award and US Army Instructor of the Year. An invited member of the International Honor Society for the Computing and Information Disciplines, his passion is enabling others to maximize the value of technology.

Starting with a quick glimpse at the evolution of mobility in the legal industry, the speakers bring their own extensive and diverse experience to bear on a range of topics, including what every lawyer needs today to stay in the game and what additional tricks and tools can give them a real edge on the competition; what IT departments need to consider when developing a mobility strategy for their firm and pushing applications out to lawyers; and where the profession is likely headed with mobility in the next five to ten years. With a mix of practical advice, best practices, lesson learned, speculation, and humour, the three speakers candidly share a wealth of information listeners are bound to find useful and thought provoking.

And, while you are at it, you might want to also listen to “Improving Attorney productivity Through Third Party Applications” if you have not heard it yet.

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Getting Your Mobility Up to Speed

18 Feb

bedby Dan Hauck, CEO,ThreadKM

Mobility is nothing new to the practice of law. Attorneys have travelled to courts, client meetings, depositions, and countless other places since long before the digital age. As workflows became more electronic, lawyers adapted by doing things like checking emails on a phone and editing documents on laptops.

Those early steps are wearing thin and expectations to work outside of the office are growing. Lawyers today demand a richer, more satisfying experience than what they have grown accustomed to so far. If your IT department is busy clamping down on private Dropbox usage and other “shadow IT” applications, you can bet it is because attorneys on the go are more comfortable using consumer apps than firm-approved options.

Higher Demands

Attorneys face extreme challenges. While “traditional” mobility scenarios like courtrooms and boardrooms still occur as often as ever before, preparing to go to these places can be overwhelming without the right tools. Here’s why:

  • More documents and data. The materials lawyers need to bring along rarely fit into a briefcase any more. Not only would there be too much paper, many items never even make it to paper these days; videos and databases are two good examples. If your firm does not offer simple, searchable mobile access to information, your attorneys could end up walking into critical situations woefully unprepared. 

And, the key here is simple. A huge gulf separates that which is theoretically possible from what a partner will actually do in the real world.
  • Changing client expectations. Gone are the days when clients would overlook an extra associate or two tagging along to shuffle through boxes searching for papers. Indeed, the very idea of carting box after box of expensively prepared binders into meetings can make some clients see red. These clients are comfortable working on the road in a paperless environment; seeing their highly paid counsel unable to do the same is frustrating at best.
  • More specialized knowledge. If your firm is building a knowledge management database, it must be mobile-accessible. No one can be an expert on everything, but many firms have expertise that spans countless subjects. Knowledge management and collaboration tools can deliver vital information directly to attorneys in the field. Pulling up relevant insights from the firm’s knowledge base and getting real-time research updates during client meetings both impress and demonstrate your firm’s expertise.

Changing Workflow

When I started practicing, I heard attorneys talk about endless hours at the office. It was a badge of honor I would also earn. Given that all of our tools were at the office, it was the best place to get work done. But the story has changed. Workloads today are higher than ever, but most attorneys find they can be just as productive elsewhere, even preferring other locations to the office and its many distractions. Face-time is giving way to better indicators of productivity, like responsiveness, output, and hours billed.

So, much of the work is being done at the “home office.” Whether just an hour or so in the morning or several hours at night, lawyers are squeezing significant billable time out of their homes. This is not telecommuting. It is just working. The more time attorneys spend working at home, the better that mobile environment needs to be. If it takes lawyers more than a minute or two to log into a remote desktop, that is a bad sign. Many attorneys will decide to work directly out of email, generating a trail of chatter messages and attachments along the way.

Working across time zones also demands that lawyers be proficient working from home. Everyone understands that they may be inconvenienced at times for the sake of scheduling, but few are eager to go into the office for a 5:00 a.m. conference call. The call will be a bust, however, if an attorney cannot access key documents from home.

Re-Evaluating Mobile Solutions

As we jump into 2015, law firms need to take a hard look at the state of their mobile solutions. Start by asking whether your attorneys are just as capable working at their clients’ offices as they are working on-site. Are negative trade-offs driving attorneys to less secure solutions? Consider the following ideas for improving your mobility and KM strategies:

  • Find apps with flat learning curves that empower users. When thinking about mobility tools, ease-of-use is paramount. If attorneys run into problems outside of the office, they probably will have neither the time nor patience to call deskside support. The app simply must work and be effective or it will be tossed aside.
  • Consider device and screen size. An effective mobile strategy is adaptable to any device. Pulling up a remote desktop on a tablet, for example, can be a bad experience. Applications should be built to accommodate or respond to the size and inputs of the device. Equally important is a solid multi-monitor experience, since many attorneys like to plug their laptops into an external monitor at home. Test out each of these scenarios, and try using the same applications that attorneys use to see where the problems are.
  • Use “shadow IT” to identify areas of improvement. Attorneys often use cloud storage, private email, and personal to-do trackers for client work. You may see it as a problem, but it is also a cry for help. Actions speak louder than words. So, never ignore what your users are doing. What they do is the best feedback you have on what they need.

2013 KM White Paper Released

19 Jul

20130719-121241.jpg

Post by David Hobbie, Goodwin Procter and Blogmaster, ILTA KM Blog

The 2013 KM White Paper “Knowledge Management:  Intelligent Business At Its Best” has been released! Organized by Mary Panetta of ILTA’s KM Peer Group Steering Committee, this annual publication has an in-depth look at a wide variety of traditional and cutting-edge knowledge management topics.

I was particularly impressed by the scope of topics in this issue. The articles collectively demonstrate KM’s centrality in addressing new legal business issues such as pricing, legal project management, and big data, as well as the vitality of new approaches to traditional knowledge management concerns such as precedents management, document automation, and portals.

In “KM Professionals: A Natural Fit for LPM,” Lisa Gianakos of Pillsbury Winthrop Shaw & Pitman LLP, shares the results of some surveys of Legal Project Management initiatives and knowledge management professional in (mostly large) law firms. She found that the majority of the firms who responded to the survey (75%) had either formal or informal LPM programs, about the same amount as had KM programs. Where respondents had LPM and KM programs, KM was involved in LPM 59% of the time. Along with other analysis of LPM in law firms, she also shares many (anonymized) comments about how LPM programs got started and how KM interfaces with, supports, and sometimes manages LPM programs.

In “The Pricing Professional’s KM Toolkit,” Chris Emerson and Amy Wu of Bryan Cave LLP argue that professionals who are responsible for pricing and budgeting must understand a firm’s KM assets in order to excel at their work. (I have been making the same argument from the other side, that KM professionals have a tremendous amount to contribute to pricing and budgeting efforts.) The authors cover key KM resources, most notably matter experience databases, and how they can be leveraged specifically for pricing work. They also reveal another impressive Bryan Cave innovation, custom software which essentially uses a trainable probability-based software engine to greatly speed up the time required to analyze historical time entries and how they might fit into a phase-task coding framework, in similar fashion to predictive-coding eDiscovery software.

In “Big Data, Predictive Analytics and Social Consumerization: Big Hype or Big Opportunity,” KM Distinguished Peer Eric Hunter of Bradford & Barthel and Spherical Models argues that the legal industry needs to take a lesson from the social consumer companies’ use of predictive data analytics. He sees opportunities for improvements in data management, staffing, pricing, and client service. For instance, his firm uses data analytics to assess attorney performance for specific personal injury defense clients, taking into account factors such as the level of injury, doctor involved, and the like. They hope to move towards outcome prediction, both in terms of settlement payouts and litigation costs.

In “Another Look at Precedent Management“, Boston-area colleague Marybeth Corbett looks at precedent systems and Wilmer Hale’s efforts to incorporate some cutting-edge document drafting and assembly tools into its practice. I agree with you Marybeth that effective precedent systems are nothing to be ashamed of these days! She includes a useful set of key questions to ask about a precedent management blueprint.

In “Document Factories: Building Document Automation Tools,” Anthony Kikuta of Wilson Sonsini Goodrich & Rosati LLP lays out criteria for selecting document assembly or automation in great detail. He addresses the range of features available in packages such as Contract Express, and spells out how to get the most out of your document assembly tools.

In “KM Standards In Practice,” KM PG Steering Committee member Andrew Baker and Dustin Robinson, of Seyfarth Shaw LLP, relay their experience with the document analytics tool “KM Standards,” summarizing it as a powerful but imperfect tool, the “Swiss Army Knife With A Slippery Handle” of precedent work. (Another firm’s experience with this technology was recently addressed in an ILTA webinar covered here.)  They see a very broad range of potential uses, but have focused on three; creating clause/precedent collections, client-specific content management, and benchmarking. They share valuable lessons about how to work with this tool to increase client value.

In “Using Design To Improve KM,” KM practitioners Andrea Alliston and April Brousseau of Stikeman Elliott and Tangledom consultant (and known design expert) Kate Simpson tell about out a “lawyer-centric design process” that in their “CLE Manager” case study significantly improved software development. They argue that the goal of the design process should be to convey to the IT designers a rich understanding of end user needs and tasks so that “at last we [speak] the same language.” KM practitioners are uniquely situated to be able to convey that understanding. Helpful charts contrast traditional software development with a design-centric approach.

In “Experience Matters at Dechert,” Kelly Breslin and Julie Ketover cover their firm’s development and incipient rollout of “DechertEXP,” an experience management system. They’ve effectively laid out the importance of tying together the many sources of information, collected at different points in the matter life-cycle, for complete experience coverage. A sidebar with “Top 10 Takeaways” has some succinct and doubtless hard-earned lessons.

Lastly, in “Creating an International Client-Facing Knowledge Website,” Jellienke Stamhuis of Ius Laboris and Richard Lister of Lewis Silkin LLP in England cover their successful efforts to launch Ius Laboris’ international client-facing KM portal addressing human resources (HR) issues. I was especially impressed with how far they advanced from where they started and by the personalization feature whereby counsel can select an HR issue and choose several countries, and receive a comparison of the laws on that issue in those countries.

Report From ILTA Conference–Transformation Through Emerging Technologies

23 Aug

Post by David Hobbie, ILTA KM PG

The panel was comprised of:

  • Gerard Neiditsch, Exec. Director, Business Integration & Technology, Mallesons
  • Michael Mills, Neota Logic
  • Loretta Auer, CIO, Fish & Richardson
  • Sally Gonzalez, Senior Director, HBR Consulting

This enlightening session highlighted several thought leader’s forward-looking opinions on actual and potential transformations of legal work through emerging technologies.  They moved at breathtaking speed but touched on a number of areas of innovation that will or may impact the field.

Sally’s Introduction

What comes first? Technology change or organizational change?  When do you see external forces driving incorporation of technology change into the organization.

This is the wrong question.

Lawyers want to work at any place, any time, on any device, by 2020.  We keep getting there in baby steps.  Today we are in “hyper-information” mode.  We are in the cusp of hypermobility which will lead to hyper-communication.  We’ll need hyper users.

Virtual lawyering will require maturation in each of these areas.  What will the virtual lawyer look like?

We’re all dealing with lawyers.  Psychologists have run thousands of Hayes tests on lawyers.  Deviations from normal include high-end skepticism, leading to analysis paralysis, autonomy, and abstract reasoning.  They are low in sociability and resilience, meaning they are hyper-sensitive to criticism.  90% of people don’t share lawyers “sense of urgency.”

These personality traits are different from the general population.  Change efforts need to take into account these traits.

Michael Mills

These characteristics are matched with brains, skills, and speed, making lawyers interesting to work with.

Firms are drowning in data.  There’s more information available, it’s not delivered in useful ways.  Software for building data visualization is now reasonable and accessible.  Providing spreadsheets of data doesn’t provide the information lawyers need in a way they can use it to act.

“Basic” Visualization

He’s showing Actual vs. Forecast revenue by partner, with rows of partners.  Partners understand colors and spatial order.  Forward is better than backward, red is bad, yellow is less bad, green is good.  Another chart compares matter size by fee type and client industry.  Fixed / Hourly / Hybrid / Outcome-based; 0-$100K/ 100-200 K, etc., with colors showing industry.  You could also compare matters by client industry and region.

Radical Visualization

This new application provides visualize of legal rules, for instance, across jurisdictions.  Lawyers laid out the risks, qualifications, in a detailed memo; this can be reduced, for instance, to a “collateral directive” chart, showing no/ usually / uncertain / yes (with colors).  If you click on one of the sections, you drill down to the related substance.

Law is transformed from chunks of text to the same tools that client use to analyze other aspects of their business.  Visual interpretation of risk is much easier to digest.

Loretta Auer

Some providers of legal services to lower-income people are developing multi-media legal documents based on knowledge bases and rules.  The Maricopa County Arizona court system has set up kiosks that help citizens generate own legal documents for divorce, child support, landlord-tenant matters, and simple estates.  They’re expanding to 150.  These systems simplify law and make it more accessible.  It’s part of a large nationwide pro bono effort.  Law firms that participate in this effort are gaining an understanding

If it’s easy to find your reservation on JetBlue, it better be easy to find information from clients’ law firms.

Gerard Neiditsch

The background is Mallesons Connect (addressed in Caselines here).  Lawyers are accustomed to command and control system in which collaboration does not come naturally.  The new generation of clients and lawyers is expecting to operate in a network.  Our IT systems work from the top down.  We can pump out information from the top down but find it hard to aggregate and coalesce information coming in from the “bottom.”

Some of the lawyer’s children talk to them from time to time and share their experiences with social media (like FaceBook).  His lawyers reached out to him and said they wanted a way to reach out to people they work for.  He’s suggested social media and they seemed to get it.

“Springboard” will be rolled out in 2-3 months.  In one place it will bring in a prioritized view of what lawyers need to do, a view of social information.  The end goal is for every person at the firm to have a prioritized, aggregate, personalized dynamic view of information about work, client needs, and their social and information network.   Make the good important information float to the top.

Mallesons has a matrix organization with practice areas and (industry) sectors.  You can follow information that is tied to those structures.  Everything is dynamic.

His goal is to make information much more transparent.  Half of their pricing is fixed (informally or formally).  Transparency is absolutely more important.  Everyone on the team needs to see where you are.

He shows a dashboard that shows all the matters he’s working on, with schedule, popup window with detail on a matter; you can see others working on it including detail such as Invoiced / WIP / Total / Estimate / % Estimate.  People’s availability is shown dynamically, updated every 4 seconds.  They are focused on *very* dynamic information.  They need to hide static information because it’s not needed as much.  They are trying to highlight dynamic information.  SharePoint is unsuitable for such dynamic information (ask him for details).

They have developed a mobile app (sample shown was on an iPhone) with high acceptance among clients.  It allows clients to call, text, email, and show a lawyer’s colleagues.  It will also display project statistics and financials.  They have no time for training.  iOs native development is a challenge—Michael Mills is impressed that Mallesons has done it, and feels that it is worth the investment.  It has development tools that are as easy to use as Microsoft work.

Sally asks how they are driving acceptance.  Gerard replies that they are not expecting lawyers to go to training.  They are putting “liking” and “following” on their intranet.

Michael Mills on Mobile

He shows a chart laying out location of texting (place of worship, bed, during meeting); there are much higher percentages of texting among younger folk, not surprisingly.

A survey shows that users employ mobile phones/iPads 69% of the time to do work; the survey also shows that IT thinks users are only employing about 35% f the time.

The new iPad will likely be “the new iPad.”

Loretta on the Gestural Computing and the Post PC world

Pranav Mistry of the MIT Fluid Intefaces Group is working on “sixthsense.”  It’s a wearable gestural interface.  It projects a hologram.  Look at airplane ticket, it shows you that your flight is delayed.  With it you can use a blank sheet of paper as an iPad.  People don’t want computing, they want to get things done.

These are personal technologies.  Why would you go to an office where the technology is more primitive?

If bandwidth continues to improve, HD video will be much more prevalent.  GoTo Meeting is getting better; it’s not Cisco telepresence, but it’s a lot better than IM or phone.  Michael wonders if that will make us question what lawyers need all those offices for.

Loretta on Voice Recognition

We’ve had voice recognition tech but most people don’t use it.  We need to take it to a different level.

Dragon is the quickest way to start a search.  (Michael Mills is a convert.)  In a large law firm, where you can customize Dragon for a law firm, you can roll it out quickly.  There’s a lot of productivity value there.  Conceptualize the applications that would be meaningful to them.  Search for someone, drill down into financials, and so forth.

An audience member asked if there is a copy of each message kept on Dragon servers.  She said that fact kept them from rolling out Dragon to lawyers.

Lawyers in the UK appear to take dictation more seriously.  The return of voice recognition may happen; the skill of speaking in good sentences and paragraphs persuasively is a skill also useful in deal negotiations and in the courtroom.

Unified communications will greatly assist productivity.

Michael thinks that Microsoft Link is a good product—it gets a lot of things right.

Loretta on Avatar-Based Meeting Support

Go online and watch demos at IBM Virtual Unity Community where people are taking “Second Life” concept into workflow and collaboration.

The head of Microsoft’s research labs was saying that bandwidth will be a constraint for the next five years.  They are looking at system where body is an avatar but the head is “real” looking.  It looks odd but may become normal.

Loretta’s Social Media Work

iFish “I Create.  I Innovate.  Escape the Tank.  iFish.”  They are building an “Outlaw” application that will be highlighted in the next session.  

Sally on Managing Organizational and Individual Transformations

Will law firms “drive creativity out of the young folks”?  Younger lawyers tend to mirror the behavior of the senior partners.  There are senior partners who embrace these changes.  A transformational leader will pull along those who are ready.  You may not be able to make that leader, but you can find her.

Michael hypothesizes that we under-invest in leveraging partner’s capabilities.  Declare this the “year of the partner.”  Undertake every IT initiative just for the partners.

Virtual Lawyering

For firms, this means VMWare, virtualizing applications, and also mobility for lawyers.  Some examples of “invisible law firms.”  Axiom does substantive legal work on a disbursed basis, “Law firm on a diet.”  Clearspire does something similar, addressed on this blog a few months ago. VLP Law Group virtualized very high end work in a virtual way.  LawPivot participants are like a virtual law firm.  DirectLaw and Legalzoom are at the “small end.”  Legalzoom will raise money, clients will see this model.  Google invested in RocketLawyer.  These will impact the way we do business.  Consumerization of the way clients deal with lawyers will impact law firms.

In Fish & Richardson, different teams deal with substantive KM and also are changing how they want to work.  They are co-developing applications, self-service issues, and more.  They have a three-year window to ramp it up.  They have a sense of collaboration, and want to work with each other.  It’s a great place to be in IT when you are helping lawyers figure out better ways to do their jobs and live their lives.  Attorneys don’t have a lot of time to deal with this.

An excellent session, combining to an unusual degree some practical solutions that are happening now and some more theoretical changes that might occur someday.

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The Future of Professional Technology *Is* Personal Technology

27 Apr

Guest Post by Ayelette Robinson, Director – Knowledge Technology at Littler Mendelson (and San Francisco City Rep, in ILTA-speak).

It seems apt that my mission today is to write about how the future of professional technology is personal technology – in a blog post.

Remember when blogs first began? They were deemed the lowest common writing denominator for the masses, a place where the skilled, the new, the emotional, the academic, the personal, the angry, and the instructional could all pronounce their opinions with equal fervor and equal distribution. The equality factor, that everyone and anyone had equal access to be seen, read, and publicized, filled most with doubt: “How can I know whose posts are worth reading?” But over time, as those of you reading this are surely aware, we found ways to filter out the dross, and the wonder of equality meant that we found those diamonds in the rough.

Blogs rose to stardom in the mid-1990s, and here I am more than 15 years later leveraging this tool to exchange ideas with my professional peers. Twitter progressed from “I’m eating a sandwich” to “future of prof #IT at http://bit.ly/e8g6uV #ilta #km” much more quickly than blogs did (although interestingly, despite the relative speed of Twitter’s personal-to-professional use transition, the naysaying about Twitter when it launched, including and perhaps especially by knowledge professionals, was particularly absolute).

If history is any indication, we need look no further than our homes and the up-and-coming generation to discover the future of our offices and the behavior and expectations of the workers who will fill them. So, what are the tools of today that will in equal measures enrich and complicate our careers tomorrow?

Social media is surely one answer. While blogs, tweets, and LinkedIn status updates are now frequently used by professionals to exchange professional information, they are still leveraged by and large in a very personal way – to improve our own individual professional relationships, support our own individual professional development, and publicize our own individual expertise. There is still quite a ways to go before these tools are woven into the fabric of our organizational operations. But a ways to go they will, especially as the newer generations enter the workforce and bring their culture and assumptions of online collaboration with them. Whether we talk about it aloud or not, tools like SocialText and Neudesic’s Pulse will find their way into the enterprise.

An expectation of mobility has similarly seeped from our personal lives into our professional ones. But here too, enterprise technology lags behind its commercial cousin, with enterprise content, and even collaboration tools like SharePoint, still not available easily over mobile devices. This will surely change in the coming years as vendors recognize that if we can bank on our mobile devices, security is not the bottleneck.

Cultural transformations triggered by technological innovations will also begin to take shape. Practitioners will begin to recognize the power of sharing their literal and figurative locations. Instead of feeling territorial over work and relationships, they will expect their work not only to be more efficient, but also to be better, when everyone leverages the knowledge of where their colleagues are on a matter, what challenges they face, and what relationships they need. Sharing status, questions, wins, and lessons learned as enterprise-wide status updates will become second nature, and will improve both work product and relationships. Even today’s tools – time trackers, email systems, and document management platforms – are tracking some of this information, so the barrier to exposing it is cultural rather than technological. As the new generation rises within the workplace, the ensuing cultural evolution will open the door for the exchange and productive use of this type of information.

Mirroring how media trains our minds, attention-shifting tools will also begin to appear on the horizon. Current and new generations consider themselves multi-taskers, or more accurately, quick-shifters from one project to another. Tools that integrate common systems are just beginning to dot the personal technology landscape (see Rockmelt), and as our minds are trained more and more to attention-shift, these tools will eventually work their way into our professional space. As legal practitioners, we spend far too much time clicking between documents, emails, phone calls, and office drop-by’s; some argue that we need to train ourselves to focus better, but for better or for worse personal culture is training us to attention-shift. Until Times Square reduces its billboards to one, we need to accept that our attention will continue to be pulled in multiple and competing directions and that technology will help us to identify and transition to the important.

These are just some of the personal technologies I suspect will mold our professional futures. But whether you agree that these specific tools will survive or will yield to other technological phenomena, history tells a convincing tale that how we live casts how we practice.

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