One of the more enduring affects to business from the COVID pandemic will clearly be a pronounced shift to an increasingly remote legal workforce. Legal Ops continuity planning is materially impacted by this new paradigm, highlighting the criticality of technologies that help firms and legal teams adapt to "new normals" while also ensuring access continuity of business throughout future challenges.
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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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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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While traditional workflow use cases remain highly valued, practice automation gains in attraction Competition among legal organizations, as well as challenges from non-traditional legal providers, creates incentives to introduce value by embracing process automation. Historically, many law firms focused on process automation for New Matter Intake processes because of the enormous evident risk associated with bringing on new clients and new work, and intake persists as among the highest value and impact workflows to the firm’s business. After all, higher levels of consistency, auditability and visibility into how business is brought on board has provided a solid foundation for addressing additional business processes focused on specific areas of legal operations.
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Are you leading a global team or is your team just global? As leaders make the leap from national or regional status to establishing a global presence, their challenge is to maintain their companies’ core identity and culture while supporting the inevitable mix of growth and talent.
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Ease of use and the “user experience” are among the most important and impactful topics for both solution providers and end users in ECM. The prevailing thought is that a user experience that is more seamless and less disruptive to human work processes (i.e. they eliminate or maintain process steps, not add new ones) will lead to higher rates of adoption by users and inclusion of content.
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Hyperion Research’s proprietary VPI InfographicTM (Fig. 1) charts industry-wide trends and attitudes about key ECM capabilities and competencies. It represents a competency matrix that plots perceived value against stated priority for a variety of technology capabilities; the size of the bubbles represent relative levels of investment in each respective category.
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Justice Potter Stewart’s celebrated “I know it when I see it” obscenity test also applies to law firm quality. No one can quite say what it is, but most attorneys and clients claim to know it when they see it. This is a very subjective standard in a metric driven world.
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Lawyers parse words and define terms. So why do they so often use “legal practice” and “legal delivery” interchangeably when the terms have such different meanings and implications? This distinction is especially important in the context of the tectonic shift occurring in the legal vertical. The practice of law is very different than the delivery of law. This is more than a semantic distinction.
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The sales process in law used to be so simple: partner at law firm has a relationship with the General Counsel or a subordinate in-house attorney. Company has a legal matter and ships the matter over to the firm who handles it start-to-finish. An invoice is presented. It reads: “For legal services rendered,” followed by a large and arbitrarily conceived number. Repeat cycle.
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