Mark Gediman – författare

The discipline of knowledge management (KM) continues to evolve along with our ability to record larger and more varied kinds of information than ever before. Since its inception in the 1990s, it has passed through several stages, quickly becoming a credible field, and now an integral part of major businesses worldwide. Now, many have started to argue that KM is undergoing resurgence, possibly even transforming into KM 3.0, thanks to developments in artificial intelligence (AI). And, while AI has been around for many years, it has become a buzzword in the industry as questions loom over what it could mean for the labor market of the future. Adoption has been relatively slow in the legal profession, owing in part to its conservative nature, individual-focused training and no real incentive to overhaul the hourly billing model1. When in-house legal teams can exceed 1,000 people, sharing and reusing knowledge can easily become inefficient, with counsel often needlessly paying for the same research twice. Global intelligence software leader Comintelli estimates that $8.5 billion per year is lost between Fortune 500 companies alone on poor KM2, up from $31.5 billion in 20043, suggesting a recent rise in the number of firms embracing the concept. Despite this, there are still challenges posed to the legal world, and sharing insight is more vital than ever, not only within companies but between them. Innovations in Legal KM explores the endeavors of various legal firms - the problems they have faced, and the solutions they have developed - to improve their KM processes, and, ultimately, their bottom line.

The discipline of knowledge management (KM) continues to evolve along with our ability to record larger and more varied kinds of information than ever before. Since its inception in the 1990s, it has passed through several stages, quickly becoming a credible field, and now an integral part of major businesses worldwide. Now, many have started to argue that KM is undergoing resurgence, possibly even transforming into KM 3.0, thanks to developments in artificial intelligence (AI). And, while AI has been around for many years, it has become a buzzword in the industry as questions loom over what it could mean for the labor market of the future. Adoption has been relatively slow in the legal profession, owing in part to its conservative nature, individual-focused training and no real incentive to overhaul the hourly billing model1. When in-house legal teams can exceed 1,000 people, sharing and reusing knowledge can easily become inefficient, with counsel often needlessly paying for the same research twice. Global intelligence software leader Comintelli estimates that $8.5 billion per year is lost between Fortune 500 companies alone on poor KM2, up from $31.5 billion in 20043, suggesting a recent rise in the number of firms embracing the concept. Despite this, there are still challenges posed to the legal world, and sharing insight is more vital than ever, not only within companies but between them. Innovations in Legal KM explores the endeavors of various legal firms - the problems they have faced, and the solutions they have developed - to improve their KM processes, and, ultimately, their bottom line.

The discipline of knowledge management (KM) continues to evolve along with our ability to record larger and more varied kinds of information than ever before. Since its inception in the 1990s, it has passed through several stages, quickly becoming a credible field, and now an integral part of major businesses worldwide. Now, many have started to argue that KM is undergoing resurgence, possibly even transforming into KM 3.0, thanks to developments in artificial intelligence (AI). And, while AI has been around for many years, it has become a buzzword in the industry as questions loom over what it could mean for the labor market of the future. Adoption has been relatively slow in the legal profession, owing in part to its conservative nature, individual-focused training and no real incentive to overhaul the hourly billing model1. When in-house legal teams can exceed 1,000 people, sharing and reusing knowledge can easily become inefficient, with counsel often needlessly paying for the same research twice. Global intelligence software leader Comintelli estimates that $8.5 billion per year is lost between Fortune 500 companies alone on poor KM2, up from $31.5 billion in 20043, suggesting a recent rise in the number of firms embracing the concept. Despite this, there are still challenges posed to the legal world, and sharing insight is more vital than ever, not only within companies but between them. Innovations in Legal KM explores the endeavors of various legal firms - the problems they have faced, and the solutions they have developed - to improve their KM processes, and, ultimately, their bottom line.

The world of data, analytics, and technology is relatively unexplored in the legal arena, due to the traditionally conservative and risk-averse nature of the legal environment. However, we are approaching a reality in which data is the most precious resource of practically every single organization. Law firms should be no different. The buzz around intelligence functions and initiatives places constant emphasis on their immediate necessity; the narrative runs that firms need to invest both time and resources into their own competitive and business intelligence efforts, and complementing technologies and tools, to avoid being left behind. The fact that these disciplines are in their infancy - with their very definitions in flux and varying between different practices - does not make it any easier. The goalposts are constantly moving, and it is common for multiple BI and CI initiatives and practices to be distributed across the breadth of the firm, from the marketing and finance departments to the library. The challenge, then, when attempting to build robust intelligence functions within a law firm is not only to mature these efforts but also to facilitate collaboration and ensure they are centralized. The ABCs: Integrating artificial, business and competitive intelligence in the modern law firm acts as a practical roadmap for how to achieve exactly that, taking a deep dive into the developing disciplines of AI, BI, and CI and their potential synergies, featuring expert contributions from industry leaders covering a wide range of the most pressing issues - from how to make business development processes more systemic utilizing AI technologies, to real-world examples of competitive intelligence initiatives and their lifecycle.

The world of data, analytics, and technology is relatively unexplored in the legal arena, due to the traditionally conservative and risk-averse nature of the legal environment. However, we are approaching a reality in which data is the most precious resource of practically every single organization. Law firms should be no different. The buzz around intelligence functions and initiatives places constant emphasis on their immediate necessity; the narrative runs that firms need to invest both time and resources into their own competitive and business intelligence efforts, and complementing technologies and tools, to avoid being left behind. The fact that these disciplines are in their infancy - with their very definitions in flux and varying between different practices - does not make it any easier. The goalposts are constantly moving, and it is common for multiple BI and CI initiatives and practices to be distributed across the breadth of the firm, from the marketing and finance departments to the library. The challenge, then, when attempting to build robust intelligence functions within a law firm is not only to mature these efforts but also to facilitate collaboration and ensure they are centralized. The ABCs: Integrating artificial, business and competitive intelligence in the modern law firm acts as a practical roadmap for how to achieve exactly that, taking a deep dive into the developing disciplines of AI, BI, and CI and their potential synergies, featuring expert contributions from industry leaders covering a wide range of the most pressing issues - from how to make business development processes more systemic utilizing AI technologies, to real-world examples of competitive intelligence initiatives and their lifecycle.

As law firms continually push to stay relevant in the information age, certain functions and roles will change drastically - possibly none more so than a firm''s information functions and librarians. Information services are now more important than ever, and are more closely linked and integrated with all other functions of the firm. This means, however, that many information departments and roles will need to undergo a considerable metamorphosis in order to realise their full potential. From integration with other functions of the firm (such as Business Development and Knowledge Management), to gathering intelligence to leverage a competitive advantage - library teams, with the correct application, are set to become critical in forging a firm''s digital pathway to increased success.

As law firms continually push to stay relevant in the information age, certain functions and roles will change drastically - possibly none more so than a firm''s information functions and librarians. Information services are now more important than ever, and are more closely linked and integrated with all other functions of the firm. This means, however, that many information departments and roles will need to undergo a considerable metamorphosis in order to realise their full potential. From integration with other functions of the firm (such as Business Development and Knowledge Management), to gathering intelligence to leverage a competitive advantage - library teams, with the correct application, are set to become critical in forging a firm''s digital pathway to increased success.

In today''s modern, techno-centric world with its endless endless supply of data, and the multitude of ways to collect and utilize it, Intelligence has become the best tool for law firms when it comes to understanding client needs, offering quality value-oriented services, and garnering and retaining business. Ark Group''s new report Strategic Intelligence for Law Firms offers a robust overview of how, and why, strategic use of intelligence can foster real results in your firm. Featuring advice and case studies from experts in business development; analytics; and the ABC of artificial, business, and competitive intelligence, Strategic Intelligence for Law Firms covers topics including: - Client success through better intelligence - Why client intelligence is (or should be) the new CI for law firms - Balancing pricing and client perceptions of value - Utilizing multiple intelligence sources to create an opportunity scoring assessment - Developing a CI function in a resource-constrained environment - Compiling a useful and user-friendly competitive intelligence report - Design, Thinking, and the why of BI - Using software to increase access to legal services - The evolution from business intelligence to artificial intelligence With insight, opinion, and practical working knowledge from the likes of Mark Medice and Jennifer Roberts Intapp, Zena Applebaum, Bennett Jones LLP, Peter Lane-Secor, Pepper Hamilton LLP, Patrick Fuller, Neota Logic Inc., Annie Johnson, Pillsbury Winthrop Shaw Pittman, Mark A. Gediman, Best Best & Krieger, Ed Walters and Jeffrey Asjes, Fast Case, Joanna Goodman, Law Society Gazette and The Guardian and John Alber, ILTA Strategic Intelligence for Law Firms will help all law firm leaders establish a flexible intelligence strategy that will address the current and future strategic needs of the firm.

Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.

Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.

Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.

The capabilities and applications of artificial intelligence (AI) are evolving at breakneck speed, and law firms and practitioners may be at a loss as to how to make the most of what these new technologies offer. The second edition of AI and the Legal Profession: Transforming the Future of Law acts as a guide, helping readers navigate this new frontier by delving into the impact of AI on the legal industry and the transformative possibilities it presents.The fear that AI will replace lawyers has been exorcised; however, questions remain as to how AI is best used as a complementary tool. This book provides the answers by exploring the ways in which AI is revolutionising legal practice – including research, document review and examination, and predictive analytics – and elements of law firm operations, such as billing, pricing, and recruitment and retention. To achieve maximal outcomes, human collaboration with legal AI is key: AI and the Legal Profession, second edition underscores the importance of human judgment in AI usage and offers roadmaps to upskilling existing teams, finding and keeping new talent, and improving work–life balance.Integration and development of AI is often one of the biggest hurdles firms must overcome. This book provides practical guidance for those exploring the two paths to AI implementation – building in-house, proprietary tools or seeking existing solutions from external vendors. Topics covered include needs assessment, process mapping, and goal-setting; build vs buy analysis and vendor selection; planning, customization, and integration; and evaluation and future-planning. Insights into current and upcoming regulatory developments, such as the EU’s AI Act, offer instruction as to what kinds of systems and processes will need to be embedded to ensure compliance.It is no secret that AI brings challenges alongside opportunity, mainly related to accuracy, ethics, and privacy. AI and the Legal Profession, second edition examines whether safe, sustainable, and secure AI in law will ever be possible. It offers insight into navigating copyright challenges in the era of AI and delves into the protective measures necessary to protect client data and maintain confidentiality.Written by leading experts, thought leaders, and professional and academic pioneers at the intersection of AI and law, AI and the Legal Profession: Transforming the Future of Law, second edition serves as a comprehensive guide for legal professionals, technologists, and policymakers, equipping readers with the knowledge and insights needed to navigate a rapidly evolving landscape, embrace AI's potential, and harness its power to shape the future of law.

Legal knowledge management (KM) used to mean vast law firm libraries, filing cabinets stocked with briefs, and decades of professional experience and institutional knowledge locked in senior partners' minds. As digital transformation swept through the legal industry, these evolved into document management systems and searchable databases. Although these tools represented a significant improvement, fundamental limitations remained in their ability to extract meaning from data and make connections across different sources of information. As artificial intelligence (AI) becomes increasingly embedded in law firm operations, KM professionals and teams find their role evolving, moving beyond pure practice support into a more strategic function that directly impacts firm profitability, operational efficiency, and competitive differentiation. KM professionals will play a critical role moving forward in the era of AI.However, this shift can only be achieved when KM practitioners are equipped with the right tools, skills, and resources. The Future of Legal Knowledge Management: Harnessing Artificial Intelligence provides innovative and robust solutions to some of the most pressing issues facing KM practitioners today, including the ways in which knowledge managers can build a strong data foundation for AI application; how to develop the AI-empowered lawyer; gaining organizational and partner support for AI-augmented legal KM; modernizing existing KM architecture in the age of AI; and navigating the implementation of agentic AI. Written by KM experts, technologists, and industry leaders, The Future of Legal Knowledge Management: Harnessing Artificial Intelligence serves as a comprehensive handbook for KM professionals seeking to develop their skills, broaden their expertise, and overcome the challenges presented by modern legal practice. It will equip readers with the data-driven insights and actionable strategies needed to navigate a rapidly evolving profession, embrace AI's potential, and harness its power to shape the future of KM.