Law Firm KM
Driving Practice Innovation and Redefining Service Delivery
Understand how legal knowledge management (KM) can help differentiate your firm from its competitiors and exceed your clients' expectations from some of the best legal KM minds in the UK and US.
This guide written by senior figures in legal KM in the US and UK will show how you can achieve this and more, drawing upon case studies from some of the most innovative firms using KM to their advantage.
KM is helping law firms adapt to an evolving legal landscape. Increasingly, firms like yours are seeing knowledge management and its potential as an "organisational capability" for leveraging the firm's experience, data and intellectual capital as a strategic resource. Many firms have a KM function in place. But has this function evolved to become a key business unit recognised by the rest of the firm, focused on achieving business outcomes measurable goals important to a firm's overall success? Perhaps you're finding it challenging persuading your fee earners to spare billable time to embed knowledge into your firm's systems, to the overall benefit of your firm. Or perhaps you're having trouble proving ROI on certain initiatives.
Whatever the KM challenge you're facing, Law Firm KM: Driving Practice Innovation and Redefining Service Delivery will help you solve key challenges and ensure you can take advantage of opportunities that arise after using KM as a strategic tool. Written by some of the best minds in legal and business consulting, this guide is split into two sections:
Part One examines how KM professionals can support law firm and in-house needs, while considering some of the challenges they face.
Part Two is made up of practical guidance in the form of case studies from UK and US law firms who are trailblazing in legal KM and who have integrated vital KM principles into their overall firm strategy.
In today's evolving competitive market, firms must be looking to not only please their clients, but to find ways that go beyond the level of service they expect. More and more firms are turning to KM to help them do this. Are you?
Why buy this guide?
Read case studies from firms who are actively integrating KM principles into their firm strategy with success, so you can understand how this is done in practice
Gain insight on how to use KM to inform new service models and pricing structure, innovation and efficiency to please your clients and exceed their expectations of your firm
Discover how to measure the success of KM strategy to prove ROI and make it easy for your firm to invest in future KM initiatives
Learn how to embed KM within your firm's culture to ensure stress-free adoption and adaptation.
Hear from firms trailblazing in the KM space including:
Donelson, Bearman, Caldwell & Berkowitz
Samuel Phillips Law Firm
You'll love this guide if you're a...
Knowledge management officer
Professional Support Lawyer (PSL)
C-suite professional, looking for new strategic inspiration
Head of Department/Practice Group
Table of Contents
|About the authors||xi|
|Part One: Insights and practice||1|
|Chapter 1: Taking knowledge management to a strategic level||3|
|What you need to know about the state of the industry||3|
|What you need to know about basic firm economics||4|
|What you need to know about system components||8|
|Netting it out||15|
|Chapter 2: Utilizing KM to inform the pricing of legal services||17|
|Chapter 3: Measuring the success of law firm knowledge management||21|
|The value of keeping up to date||21|
|Improving law firm efficiency||23|
|Law firm comparisons||25|
|Efficacy rather than efficiency||26|
|Chapter 4: How KM can give clients more value||29|
|KM driving BD||32|
|Work delivery support||33|
|Engaging KM professionals with your business strategy||37|
|Chapter 5: Legal document drafting – Tools and practices that enhance afirm’s competitive edge||39|
|Precedent management and location||44|
|Chapter 6: Data-driven knowledge management – Matter lifecycle management||61|
|Knowledge management and big data||63|
|Law firm adoption||64|
|Matter lifecycle management||65|
|Work in progress||69|
|The value of MLM||70|
|Chapter 7: Blockchain technology can inform the legal profession||73|
|A new database||75|
|As a platform for “smart contracts”||76|
|Legal issues and other challenges||77|
|Part Two Case studies||81|
|Case study 1: Innovation as a business development strategy||83|
|Law firm marketing approaches have evolved||83|
|Why innovation is relevant for today’s corporate legal clients||84|
|Innovation at Littler||85|
|The beginnings of innovation at Littler – Knowledge management||85|
|Knowledge management as the foundation of a comprehensive content marketing strategy||86|
|How do we do it?||88|
|Innovative legal service solutions as a brand differentiator for Littler||89|
|Case study 2: Changing the way knowledge isused to support clients||93|
|The starting point||94|
|The role of technology and process||95|
|What I’ve learned from other sectors||97|
|Case study 3: Weaving KM into the strategic fabric of today’s law firm – Five keys to success||99|
|Understand the psychology of the attorney of 2015||100|
|Have a seat at the table||101|
|Focus on client value||101|
|Do not forget the importance of support staff and other administrative departments||102|
|Identify and help remove obstacles||103|
|Case study 4: Harnessing social channels to spread content||105|
|Social media and Samuel Phillips||105|
|And there’s more....||107|
Toby Brown Director of Strategic Pricing and Analytics, Akin Gump
Senior director, practice management, Crowell & Moring LLP
Harriet Creamer has over 25 years of experience of working in the legal services sector, both as a client lawyer and in management. Harriet trained, practiced and became a partner at Freshfields Bruckhaus Derringer, where - having become the City of London's first PSL - she headed up their knowledge management function, developing and managing knowledge services across their worldwide network of offices.
Since leaving Freshfields, Harriet has been a director of Outer Circle, a consultancy she established with a colleague to provide knowledge management and practice development advice, principally to professional services firms. She has extensive experience of helping firms use their knowledge strategically, both to strengthen client relationships and drive profitability.
She also advises firms on how to ensure that their knowledge management activities are aligned to and support the delivery of their strategic business objectives and that they derive value from their investment in knowledge management. She regularly works with partners and groups of partners to help them identify and prioritize the development of key knowledge tools for their practice areas.
Harriet is an experienced presenter and a regular speaker at KM conferences and other events, as well as writing regularly on aspects of KM for the legal press. She is a member of the Law Society's Standing Committee on Company Law.
Associate, Schulte Roth & Zabel LLP
Director, global practice services and business intelligence, Gibson, Dunn & Crutcher LLP
Michael Dov Nogroski
Director of practice innovations, Chapman and Cutler LLP
Chief knowledge officer, Littler Mendelson
Head of knowledge management, BLM
President and COO, Baker, Donelson, Bearman, Caldwell & Berkowitz
Chief Executive, Samuel Phillips Law Firm