Implementing an Effective E-Signature Program

Electronic commerce has exploded over the past decade, bringing with it a host of new laws related to business transactions using modern technology and communication. Of note are those related to the use of electronic signatures. E-Signature policies are increasingly being adopted by businesses to save significant time and money by eliminating the manual back-and-forth of routing paper documents and reducing the time needed for signature and approvals.
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The Engine That Could:  Workflow and Paperless Automation in IP

As part of achieving the harmonizing effect sought within an IPBM framework, we’ve observed the market express a strong desire to move beyond mere data entry into something much more dynamic. In fact, there are few trends more deliberate, focused and clearly defined than pursuit of shedding the cumbersome business of data entry toward better leverage of the electronic data and metadata that swirl about the average business day-to-day.  Paperless processing is a crucial goal of IPBM, and IP Management in general has long lagged behind many of the other legal disciplines in the maturity of processes from manual, data entry to automated process and workflow management.  Workflow, or in a larger sense Business Process Management (“BPM”) is the core enterprise discipline that serves as the crucial bridge between outdated ways of working and progressive business management.
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Automating for Impact

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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Using Content Management to Build an Enterprise Ecosystem

Closely associated with the effort to maximize ECM adoption is the desire to satisfy a growing appetite for integrations to third-party productivity and practice-management software and systems. These integrations go further than plug-ins and add-ons to Microsoft Outlook and the Microsoft Office suite – which all of the advanced ECM solution providers in this space now offer as a matter of course.  The ability to drag-and-drop or profile content to the DMS through Outlook, Word and the other Office programs is no longer an alluring differentiator – it is an expected standard.
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The Challenges of ECM Adoption

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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The IPM Solution Accelerator Conference - San Francisco

Achieving IP Operational Excellence The Ritz-Carlton, San Francisco September 21-22, 2015 Hyperion Research presents a truly one-of-a-kind event - the Solution Accelerator Conference.  We bring IP operations managers together with leading Industry Experts and IPM Solution Providers in a highly interactive forum focused on success in Intellectual Property Management.
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How Important is Collaboration for Lawyers?

“Collaboration” as applied to lawyers is like “student athlete” to big-time college football and basketball players: more feel-good myth than reality. Because lawyers—like elite athletes—have been taught that competition yields winners and losers; theirs is a zero sum game. Yes, there are teams/firms, and one is encouraged to be a good teammate/colleague, but star ballers become pros just as top lawyers are paid like them.
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Dynamic Sourcing: Creating a Multi-Source Enabled Environment

Most corporations have well-established capabilities in multi-sourcing. While lagging their functional colleagues in the adoption of multi-sourcing, the law department is now quickly catching up.  Nearly half of Global 1000 law departments reported that they have implemented Shared Services Centers (SSC); with an additional 25 percent having evaluated them (see Fig. 1).
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Legal Process Outsourcing for IP

Intellectual property departments are continuously evaluating their approach to outside professional services.  The use of outside counsel, agents, annuity payment services, search services and other specialized expertise are all long-standing examples of outsourced professional services--and certainly are not new to most departments.  However, a new service model, legal process outsourcing (“LPO”), is gaining increased traction as a more structured and comprehensive approach to intellectual property services.
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Paperless Work Environments for IPM

While historically paper-intensive, the legal profession is quickly digitizing. Electronic-based work processes offer cost savings, improved quality and more-efficient work product.  Implementing a paperless work environment is particularly important to creating an effective IP program.  We find that document management systems (DMS) are an increasingly critical element in the overall integrated IPM environment.
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