Archive for the 'Law firm technology' Category

Just Go with the Flow

November 18, 2010

Fraser Milner’s CTO, Scott Saundry drew my attention to the concept of “In-the-Flow” and “Above-the-Flow” – specifically in the context of Wikis. But after reading the originating article, I find that this intuitive principle aptly describes any knowledge access and sharing activity that’s vying for adoption. Done right, it should practically integrate into the flow of principal daily activities – hence being In-the-Flow. If our venerable knowledge worker has to stray far from what they do (to make their living), there’s a risk that it will end up Above-the-Flow and therefore will be used less frequently.

As an example, using Outlook’s Linked-In connector is clearly In-the-Flow, but having to  download, open, edit and then re-upload a document into a cloud based Document Management solution, is Above-the-Flow.

Most of us who plan and implement information and knowledge systems learned the hard way how this principle works. But thanks to Scott, I now have a term of art that’s a bullseye.

Here’s Andrew McAfee’s blog post from 2008 on the topic. It’s worth a  read even if (like me), Wikis is not your thing.


Being popular or populist? Innovation in law firms.

April 23, 2009

popular_populistDeploying innovative processes and technology solutions in law firms can be a punishing experience. Directors and managers who raised the ire of partners will tell you: it’s no fun. In fact, it can be downright brutal. So it’s not surprising that some choose populism as their path; If  lawyers ask for it, they’ll do it. Other than that, they simply keep the lights on.

A couple of weeks ago I sat with the CAO (the equivalent of a COO) and CIO of a large firm, reviewing the firm’s major capital projects for the year. We were musing over one of the more innovative initiatives and its value to the firm’s lawyers. The CAO asked: “What would Steve Jobs do?”.  A startling question. In a year when everyone is cutting back, no project is considered unless immediate value is proven, considering a framework for innovation was almost surreal coming from a results oriented CAO.

Steve Jobs did not build Apple or Pixar into the innovation hubs they are based only on focus group feedback. Even now, decisions made by folks at Pixar are challenged. In reality however, few of us have Jobs’ genius for recognizing what consumers want, especially when they don’t yet know it themselves. Trying the same in your firm is suicidal. Yet some of the most exciting innovations were not at all obvious back when. Voice mail, email, blackberries and even document management systems, were far from mainstream when they were first introduced to law firms.

I know managers, directors and even ‘C’ level executives in law firms who are perfectly content (and have success) simply maintaining the status quo.  That’s O.K.  But for those who have different aspirations, would like to leave their mark, and most importantly, see their firms make (small or large) strategic strides forward, the alternative is to figure out how to be popular, not merely a populist.

Remember voice mail?
What an unpopular decision this was 25 years ago. Lawyers hated it! I suspect that the initial introduction of email was also fraught with uncertainty. And what about BlackBerry’s?

Choose your timing carefully
For some, the current atmosphere presents a challenge. Time to batten down the hatches. For others its an opportunity. Firms are fearful, edgy, and therefore open to ideas that could help them change client perception. Outsourcing, alternative billing methods, improved matter management practices, client billing extranets could be considered strategic projects that a year ago would have been D.O.A. during the budget process. It helps if the firm has a strategic focus.

Choose your battles and build strong alliances
In 2001 one of my clients, a senior partner, had a vision for a unique KM solution.  He teamed up with another ‘heavy’ in his firm to introduce a solution that required ‘warm bodies’ and change to lawyer behavior. As you can imagine, that was a bold move and a hard sell.  It worked.  Nine years later, the system, processes and resources required to maintain it, are still around, waiting to be moved into their new technology framework.

Horde enough good-will capital.
Make sure you have enough good-will ‘capital’ to spend. Enough wins with ‘run of the mill’ initiatives that give you ‘chips’ to spend on more innovative solutions. If you have a big idea around unified HR services in the firm, you’ll need to battle existing fiefdoms. You’ll need a strong vision, motivation, and good-will with the firm’s heavy hitters, to pull it off.  The good news about being bold is the rewards, for yourself and your firm, could be substantial.

Be a marketer and a sales person
What makes all this possible is knowing, promoting and selling your ideas to your target market. Like any market, it’s segmented and should therefore be addressed differently.  Sr. partners, from managing partner.  Fellow directors, from assistants and paralegals.  You need to speak the language of the listener.

If you don’t have a big idea, don’t fake it
Sometimes it’s the right thing to let excellent execution of mainstream projects be your focus. At the same time, keep your eyes open for new trends, your finger on your firm’s pulse, stay close to its management and their vision and the BIG IDEA may reveal itself.  Perhaps invention is seeing the obvious that nobody else sees.  Which is proof; it’s not what you’re looking at that matters, as much as what you see.

Believe in your solution. Believe in yourself.
Confidence and gut level belief in oneself is the fuel that feeds the creative fire. Fear of failure can cloud your trust in yourself, in your ideas, and the value they bring your firm. I know of a CIO who rolled out a unified messaging system, an unpopular decision with the senior partners in the firm. He knew however, at a deeper level, that this was the right step, and is therefore seeing it through, converting skeptics to believers one partner at the time.  Because as Steve Jobs said: “Innovation distinguishes between a leader and a follower.”

Additional reading:

In her blog WorkingKnowledge, Andrea Mayer wrote an excellent post on the topic of innovation. I also found the New Yorker’s James Surowiecki’s “Hanging Tough” to be an illuminating historical lessons on innovation during tough economic times

Adoption or adoption? (part I)

February 22, 2009

adoption_bbThe word ‘adoption’ has at least a couple of meanings to a law firm. In Ron Friedman’s blog post, Can Law Firms Continue to be Late Adopters?, he asks whether law firms can afford being late adopters of technology and automation. My focus here is on lawyer adoption. Or more specifically, why lawyers do not use tools and processes that IS, and others in the firm are working long and hard to design, develop and roll out. Here are some lessons I learned over the years:

  1. Initiative perceived to require too much change and have little value (“it was working fine before”)
  2. Resistance to any form of change
  3. ‘Carrot’ not sweet enough, and the ‘stick’ non existent
  4. Lawyers did not remember it was coming (even if you sent emails announcing it)
  5. Solutions do not seem to meet expectations (e.g. poor usability, cumbersome functionality, confusing processes etc.)
  6. Poor attendance in training sessions

During one of my engagements with a large law firm, I interviewed a number of lawyers, including past managing partners in the firm. I was given a mixed bag of advice from which to glean pearls of wisdom:

  1. Don’t launch during busy season (e.g. just before Xmas)
  2. Send more reminders that something is coming, but keep emails short
  3. Make sure it’s important to me. If it’s meant to be used by my assistant, don’t bother me
  4. If you change things, make sure it’s for a very good reason and that it improves things substantially for me
  5. One size does not fit all. I make great use of a ‘cheat sheet’, others may require training
  6. I liked it when <name of any high energy assistant goes here> kept dropping by my office to check in on me
  7. Get support at grassroots level as well as the firm’s management. The first is more important!
  8. Be especially careful with initiatives that alike affect me immediately, email