Knowledge Management in Law Firms

This book also goes a long way to explain what we do, how we fit in the bigger picture, and how we drive the ambitions and goals of our organisations; and clearly outlines that we don’t do this purely through technology, as many may think, but rather it’s the technology working hand in hand with people and processes that is so key. Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic will be of interest to all information and knowledge professionals who strive to improve their own processes and want to learn how others have tackled the challenges they have encountered, while the wide range of contributors means readers will get a truly broad view of this issue.

• Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ixAbout the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviiChapter 1: Knowledge management strategies and frameworks for the post-COVID worldBy Nick Milton, director and co-founder, Knoco LtdIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1The four main scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1KM strategies for a new world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4How KM operated during lockdown and remote working . . . . . . . 5A KM framework for a hybrid organization . . . . . . . . . . . . . . . . . . . . . . . . 8Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Chapter 2: Adapting legal knowledge management to the hybrid workplaceBy Chris Boyd, chief operating officer, and Amy Halverson, director of knowledge management, research and information services, Wilson Sonsini Goodrich & RosatiIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11The new legal workplace will be a hybrid one . . . . . . . . . . . . . . . . . . . . . 11KM resources and practices will be key to making the hybrid workplace succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Preparing KM for a hybrid future by cultivating connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Leveraging fully remote learnings to optimize KM for a hybrid world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Chapter 3: Social KM in a time of COVID…and beyondBy Ian Rodwell, head of client knowledge and learning, Linklaters LLPThe role of social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19The impact of COVID-19 on social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21“Rewilding” social KM in a COVID-emergent world............... 23Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Chapter 4: Knowledge management 2.0 – after the perfect storm, sailing with AI to new discoveriesBy Joe Cohen, UKIME head of innovation, and Andrea Miskolczi, Europe director of innovation, DentonsA perfect storm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Keeping the good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Embracing the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Beyond the old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Chapter 5: Data-driven knowledge-based managementBy Jonna Vainikainen, business process manager, Castrén & Snellman Attorneys LtdThe evolving role of knowledge management.................... 33Data quality – good enough and fit for purpose . . . . . . . . . . . . . . . . . 34Ensuring good-quality data – metrics and evaluation . . . . . . . . . . . 36The rising era of data-driven technologies and automatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Legal industry trends call for good-quality data . . . . . . . . . . . . . . . . . . 40Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Chapter 6: Legal technology and knowledge managementBy Elisabeth Cappuyns, director of knowledge management, DLA Piper LLP (US)Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Developing trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Overview of legal technology tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Additional considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51Chapter 7: Artificial intelligence and automationBy James Loft, COO, Rainbird TechnologiesArtificial intelligence and automation in knowledge-driven industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Unlocking automated decisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54The combination of human potential and artificial intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Technology ecosystems that support business growth . . . . . . . . . . 57Chapter 8: SearchBy Jon Beaumont, senior manager of knowledge management, Shearman & Sterling LLPIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Previously . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Location and content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Basic approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63Knowledge, data, and systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Users and solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71Chapter 9: Digital transformation, knowledge management, and cybersecurity in the post-COVID eraBy Tiffany M. O’Neil, director of KM and technology innovation, and James G. Perkins, chief operating officer and chief compliance officer, Procopio, Cory, Hargreaves & Savitch LLPIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Digital mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74Knowledge management and technology innovation . . . . . . . . . . . 78Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79Protecting against attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Chapter 10: KM and innovation in law firms and legal departments: twins separated at birth?By Gordon Vala-Webb, thought leader, speaker/author, and innovation professionalWho is doing what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Long live KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88Inter-connections between KM and innovation . . . . . . . . . . . . . . . . . . 88Similarities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91New order of things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Chapter 11: Hybrid competitive intelligence – gathering intel remotelyBy Mark Gediman, senior research analyst, Alston & Bird, LLP, and Kevin Miles, manager, research services, Norton Rose FulbrightTransitioning to a hybrid environment – cultural shifts . . . . . . . . . . 93Strengths and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94Managing expectations in a hybrid environment . . . . . . . . . . . . . . . . 95Use of virtual tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98Ethics and CI are not mutually exclusive . . . . . . . . . . . . . . . . . . . . . . . . . . 100Summing up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Chapter 12: Retaining KM talentBy Tara Pichardo-Angadi, head of knowledge (EMEA), Norton Rose Fulbright LLPIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Developing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105Moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110Chapter 13: Inclusion and diversity in knowledge: raising awareness and embedding best practice post-COVIDBy Orla Bingham, service owner, content development, and Katherine Lang, senior knowledge lawyer and London knowledge lead, Baker McKenzieInclusive training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Inclusive language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115Inclusion of all colleagues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117Allyship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117Bringing your whole self to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Returning to the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119What next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Chapter 14: Building and managing a truly global research team post-COVIDBy Kathy Skinner, director of research, White & Case LLPChanges to research teams post-COVID and their impact on global team-building and alignment . . . . . . . . . . . . . . . . . . 123What are the biggest long-term challenges and what organizational support do you need to address them? . . . . . . . . . . 124What new opportunities can your team realize in this changed environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Chapter 15: Law firm knowledge management and the metaverseBy Anthony J. Rhem, CEO and principal consultant, AJ Rhem & Associates Inc.Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131Metaverse drivers for law firm knowledge management . . . . . . . . 132Legal research in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133Law firm collaboration in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . 135Legal and ethical issues of law firm KM in the metaverse . . . . . . . 136The metaverse and knowledge continuity in law firms . . . . . . . . . . 136Conclusion and key points to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139