Accidental IPBM: The IP Applications Landscape

Leading intellectual property practices today have reached a standard that transcends docketing, data entry and paper-based management methods. “IP Management” (“IPM”) as a discipline and technology model has been widely adopted and embraced by corporate IP practices and law firms alike; as a technological generation, it is arguably nearly a dozen years old.  Ever more progressive in its reach and intensifying in demand, IPM has expanded significantly in recent years to include a growing, sophisticated number of processes, modules, functions, and innovation-oriented competencies.
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A New IP Operational Paradigm for the 21st Century

The discipline of intellectual property management (“IPM”) continues to mature as a management priority for innovation and brand-driven companies.  As intellectual property owners continuously seek ways to improve their IPM strategies, processes and organizations, the need for increasingly capable technology systems drives an increasing and rapidly-paced maturity in business and operational IP Management.
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Brainstorming is Bad for Business

Ah, the fabulous corporate brainstorming session—you’d be hard-pressed to find anyone in the business world who hasn’t participated on a regular basis. Many people, we suspect, would bemoan their ubiquity but assume that they’re one of those “hate it but it needs to be done” parts of business. The fact is, though, that brainstorming, while a common corporate activity, is not actually the best way to foster creative thinking and new ideas; nor is it the best way to drive strategic business decisions.
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Tuning the Drive to Replace Technology

Businesses are under constant pressure to adapt to improvements in enterprise technology. Much like the average consumer who anxiously awaits the release of the next generation iPhone, businesses might be eager to integrate the latest developments into their enterprise systems. Replacement of an enterprise technology, however, requires much more planning and effort than the replacement of a smartphone. 
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Lost in the Cloud

Human trust in technology has grown exponentially in the last decade. We put our credit card numbers and personal information on the internet and depend on security encryption to keep it safe. We entrust our lives to planes that are often piloted by software. Even the possibility of self-driving cars moving throughout our cities is approaching reality; just so long, of course, as concerns about safety and reliability are fully assuaged.
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Operationalizing Resources: The New Balance

Almost a decade from the financial crisis of 2008, the so-called new economy has wrought fundamental shifts across the business spectrum, including challenging long-established norms for the legal profession.   Intense new scrutiny driven by the pressures to reduce costs has created a new normal characterized by persistent pressures on rates, billing models and fee arrangements, quality and outcomes. As the profession struggles with the challenges to their 100-years-old model, the market has also introduced a broad base of new competitive players, models and approaches to fundamentally redefine legal work.
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Technology + Work Culture

Today’s advanced technologies are making waves as they create greater business potential for companies and their stakeholders. As they are developed and integrated into the modern workplace, they are not only impacting business in a collective sense (i.e., its ability to generate more revenue), but are also inevitably affecting business culture. We have seen how widespread consumer technologies have the potential to transform society on a number of fronts, but how do advanced business technologies affect professionals, their goals and work priorities?
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The Year for Operational Effectiveness

Whether in our business or personal lives, and in spite of end-of-year “quarterbacking,” the turn of the year presents a welcoming blank slate that allows us to focus on the fresh opportunities of the 12 months ahead. Planning for the new year is both a time for reflection and planning, focusing on setting our own priorities, as well as those of our businesses. Which operational objectives will you focus on in the new year to help drive success?
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The Fall 2016 Solution Accelerator Conference

Hyperion concludes another successful Solution Accelerator! Hyperion was proud to conclude last week’s one-of-a-kind event – the Solution Accelerator Conference – to great success. The one-day conference delivers unparalleled access to industry leaders, solution providers, innovators and best practices in a single, unified, highly-interactive forum focused on success in Legal Operations and Performance Management.
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Conquering the Challenges of User Adoption

User adoption represents the most critical factor for successful technology deployment and ROI   For legal organizations in the process of implementing new technology solutions, we’re all too painfully aware of the challenges of adoption and motivating users to use new technology effectively. This challenge lies at the core of ROI.  Historically, many of these adoption obstacles have often hinged on letdowns by the systems, especially as they relate to user experience.   Users expect an experience that that jives with and complements their ingrained work routines, and often the simplest, often overlooked, factors, such as searching for their matters, can derail a new deployment.  Other difficulties with adoption have had more to do with simple human apathy, such as attorney reluctance.
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