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Driving - PPT Presentation

Change at the Coal Face of Law Presented by Sally R Gonzalez SallyRGonzalezOutlookcom Todays Topics Law Firm of Future Whats driving change Lawyer personality traits Help or Hindrance ID: 241014

legal innovation future law innovation legal law future lawyers change technology project firms segments process user management lawyer services

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Slide1

Driving

Change at the Coal Face of Law

Presented by:

Sally R. Gonzalez

Sally.R.Gonzalez@Outlook.comSlide2

Today’s TopicsLaw Firm of Future – What’s driving change?

Lawyer personality traits – Help or Hindrance?How to promote disruptive change?What

technology innovations

should we be monitoring?

Future technology trends from ILTA’s Legal Technology Future Horizons StudySlide3

Today’s Pressures on Profitability

Demand for legal services remains flat, 5 years after the financial crisis

Large law firms competing for shrinking pool of high-end work

Firms have to take work from others to maintain/grow revenue

R

evenue growth remains sharply constrained

Pre-2008: Double digit growth2013: Revenue grew 2.5% (Citi Private Bank Survey of 180 firms)Stratification of firms continues to widen50-top grossing US firms materially outperformed others in profitability (Citi Survey)Global firms with strong international presence showed the biggest revenue gains (Citi Survey)2013 Revenue growth ranged from +20% to -21% (Wells Fargo Private Bank)Firms that aggressively managed expenses and pruned unproductive partners are doing better than others

Source: …

Big Law Firms Have a Big Revenue Problem

; Wall Street Journal; February 25,

2014Slide4

The New Normal is Here to Stay

“Well, in our country,” said Alice, still panting a little, “you’d generally get to somewhere else – if you run very fast for a long time, as we’ve been doing.”

“A slow sort of country!” said the Queen. “Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that.”

Lewis Carroll, Through the Looking Glass and What Alice Found There Slide5

What Does the GC want? Value…“What corporate clients want and need: value driven, high quality legal services that deliver solutions for a reasonable cost and develop lawyers as counselors (not just content-providers), advocates (not just process-doers) and professional partners.”

Source: The ACC Value Challenge ProjectSlide6

What Does the GC Want? A Partner…Top 3 ways for GC to deliver value today: reduce time, risk and costAchieving best legal outcome less important today than 5 years ago

42%

30%

45%

43%

Now Five years ago

Source: Deloitte

Touche

Tohmatsu

60%

50%

40%

30%

20%

10%

0

56%

Top three ways in which corporate legal teams demonstrate value

Achieving timely resolution of legal problems

Reducing legal risk

Achieving cost effective resolution of legal problems

Achieving best legal outcome

Reducing external legal expenditure

Building internal legal expertise of

organisation

60%

54%

54%

49%

44%

48%

55%

Source: Deloitte Global Corporate Counsel Report 2012Slide7

Law Firm of the FutureSize will matter – both bigger and smaller

Location will matter – serving global clients and emerging nationsExpertise remains key, service delivery models will morphCompetitors will change

In-house law departments

Dynamic virtual law firms (e.g. Axiom)

Alliances (e.g.,

LexMundi

)Specialist service providers for disaggregated servicesNon-legal professional service organizationsProject Management and Process Improvement will become embedded Innovation will be a differentiatorSlide8

Law Firms Respond – Legal Project Management

“Doing things right”Training lawyers in project managementIncreasing formality around pricing up-front and managing to budget over time

Formalizing methodologies and tools for matter management

BESPOKE

IN-HOUSE

SOLUTIONSSlide9

Law Firms Respond – Legal Process Improvement

“Doing the right things”Streamlining legal processesResourcing strategically

Assigning work to the lowest-cost, qualified resource

Out-tasking as appropriate

Building bespoke technology platforms and resources

Delivering information just-in-time in context with task (“path finders”)

Production Plan

Takt

Demand

Capacity Planning

Value Steam Map

Time Study

Inventory Turns

Spaghetti Diagram

Process Cycle

Setup Reduction

Part Stratification

TOC

5$

Line

Balacing

Kanban

Pull

A Single Place Flow

$MED

Time & Motion Study

Work Cells

TPM

Visual Control

Standard Work

Takt

Boards

5-Minute Briefing

Project Selection

Project Charter

$IPOC

Process Mapping

C&A

M&A

Potential Capability

Pareto

Fish bone

Multi-

vari

Hypothesis Testing

FMEA

Pareto

DOE

$PC

FMEA

ANOVA

DOE

R3M

$PC

Control Plan

Process Audit

Define

Improvement

Control

Measure

AnalysisSlide10

Law Firms Respond – InnovateDevelop broad, yet specialized services to support global clients

Improve existing services to achieve profitability objectivesCreate new services and service models to buffer revenue streams from downward pressures on legal spend

Non-legal professional services

Ancillary business unitsSlide11

Today’s TopicsLaw Firm of Future – What’s driving change?

Lawyer personality traits – Help or Hindrance?

How to promote disruptive change?

What

technology innovations

should we be monitoring?

Future technology trends from ILTA’s Legal Technology Future Horizons StudySlide12

What’s Unique About Lawyer Personalities?Measuring Lawyer

Personalities with the Caliper ProfileMeasures 18 separate and distinct personality traitsAdministered to more than 2 million college-educated subjects over past 40 years – well validated instrument

Administered to more than 4500 lawyers over past 10

years by Dr. Larry Richards

Results: Lawyers vary substantially from the norm on 6 of the 18

traits

Reflects US-based lawyer population; culture session may reveal differences in Asia-based lawyersSlide13

Skepticism

100

90

80

70

60

50

40

30

20

10

0

50

90

Lawyers

General Public

Symptoms of highly skeptical people? Pervasive questioning of facts and authority, sometimes cynical, judgmental, argumentative, and self protecting.Slide14

50

89

Autonomy

100

90

80

70

60

50

40

30

20

10

0

Resistance to being managed,

dislike

being told what to do,

prize

independence.

Lawyers

General PublicSlide15

50

82

Abstract Reasoning

100

90

80

70

60

50

40

30

20

10

0

Ability to detect and theorize fact patterns and cause/effect relationships, that are not readily apparent,

and which

may or may not be relevant

.

Lawyers

General PublicSlide16

50

71

Urgency

100

90

80

70

60

50

40

30

20

10

0

Symptoms? Impatience, a need to get things done, and a sense of immediacy.

Lawyers

General PublicSlide17

50

30

Personal Resilience

100

90

80

70

60

50

40

30

20

10

0

Symptoms of low resilience? Defensive, resist accepting feedback, and hypersensitive to

criticism

.

Lawyers

General PublicSlide18

50

12

Sociability

100

90

80

70

60

50

40

30

20

10

0

Desire to connect with people, comfort in initiating new relationships with others, having emotional

conversation with

others.

Lawyers

General PublicSlide19

Does

This Make Sense Now

?Slide20

Implications:Project Management is a Challenge

Lawyers are not naturally team orientedHigh Skepticism and

Autonomy combined

with low Sociability and Resilience

undermine team behaviors

Compensation

system is competitive (in U.S.)Lawyers are tough-minded and tolerant of conflict—so they get stuck in “Storming” phase of team formationTeamwork is unfamiliar — not generally used in law schoolUrgency works against planning and managing to planTypical lawyer does not have personality traits needed for effective project managementSlide21

Implications:Process Improvement and Innovation are a Challenge

High skepticism and autonomy can kill new ideas, especially other’s ideas, at inceptionHigh abstract reasoning promotes analysis paralysis rather than crisp decision makingUrgency works against reflection for process improvement

Low resilience undermines investments in R&D

Works

against

innovator’s

mantra of “Fail quick and fast”Slide22

Today’s TopicsLaw Firm of Future – What’s driving change?

Lawyer personality traits

– Help or Hindrance

?

How to promote disruptive change?

What

technology innovations should we be monitoring? Future technology trends from ILTA’s Legal Technology Future Horizons StudySlide23

ThesisProject Management, Process Improvement and Innovation are disruptive changes in a law firm

Business Services leaders and teams are well positioned to pioneer disruptive change BUT also need to avoid arrows in their backsPromoting disruptive change benefits from a “Diffusion of Innovations” methodSlide24

About Diffusion of Innovation (DOI)DOI seeks to explain how innovations are adopted within a population

Innovation = an idea, behavior, or object perceived as new by its audienceProvides 3 insights into social change process; tested in more than 6000 research studies and field tests and among most reliable in social sciences

Qualities that make an innovation spread

Importance of peer-to-peer conversations and networks

Understanding needs of different user segments

Standard text:

Diffusion of Innovations, Everett M. Rogers, Fifth Edition 2003; Free Press, New YorkSlide25

1. Qualities That Make Innovation Spread

Quality

Description

Relative Advantage

How much better is the innovation that what is currently available? How is the improvement quantified?

Compatibility

How well does the innovation fit with the values, past experience, and needs of potential adopters?

Simplicity and Ease of Use

How easy

or hard is it to understand and use the innovation?

Trialability

How easy or hard is it to experiment with the innovation on a limited basis?

Observable Results

How easy or hard is it

to observe the

results of the innovation?

You should measure any innovation against these 5 factors to assess how difficult adoption is likely to be.Slide26

2. Peer-to-Peer Conversations are CriticalMarketing may spread information about an innovation BUT CONVERSATIONS SPREAD ADOPTION

Face-to-faceSocial MediaWhy?

Adoption involves management of risk and uncertainty (two things lawyers struggle with)

Only people we know and trust can give us

c

redible reassurances that our attempts to change will be successfulSlide27

3. Understanding Needs of User Segments

These are the user segments in any adoption population.Slide28

Remember…Persuasion does not make innovation spread

Innovation spreads as new thing become easier, simpler, quicker, cheaper, and more advantageousEach individual combines multiple user segmentsMay innovate in one area and be a laggard in others

During an innovation project:

Analyze and categorize your user population

Know which segment you are working with; design your activities and pitch your communications accordinglySlide29

Circling Back to LPM and LPI

Will a simple training approach address the full range of innovation segments in your organization?Does a more pervasive Lean Sigma approach fit better?What role does an After Action Review fill?

Is a multifaceted approach necessary to satisfy a broad range of needs in the full population?

Project Management

Process Improvement

Diffusion of InnovationSlide30

Circling Back to InnovationFor internal innovation, what organizational structures or institutional approaches might be used to:

Ferret out the bright ideas of the innovators?Apply diffusion of innovation concepts to promote adoption the innovation?If you are trying to introduce an innovation originating outside the organization, how should you leverage diffusion of innovation concepts to achieve your goal?Slide31

Today’s TopicsLaw Firm of Future – What’s driving change?

Lawyer personality traits

– Help or Hindrance

?

How to promote disruptive change?

What technology innovations should we be monitoring?

Future technology trends from ILTA’s Legal Technology Future Horizons StudySlide32

Objectives of ILTA Legal Technology

Future Horizons Project

Identify key business, legal and IT trends and developments

Build

timeline of emerging technologies and IT developments with high potential legal impact

Explore IT’s transformative role in future legal business models and service differentiation

Highlight strategic imperatives for effective use and management of legal IT

Conducted January – December 2013

Publication – March 2014

6 Sponsors

Combined desk research, interviews with managing partners, CIO’s, vendors, futurists and technologists, global surveys on the business applications of IT (499 responses) and emerging technologies (223 responses)

Key findings are presented on the following pages including the highest ranked responses in the surveysSlide33

Financial Innovation is the New Normal

e.g. Assets ‘Usership’ vs. OwnershipSlide34

Rapid Execution e.g. Superfast ConstructionArk Hotel - Dongting Lake – China – 15 days

http://www.dailymail.co.uk/news/article-2083883/Ark-Hotel-construction-Chinese-built-30-storey-hotel-scratch-15-days.html

“How long do I need to wait to get your due diligence results?”Slide35

Our Technologies are Evolving From Desktop to Mobile ... Slide36

...to Wearable... Slide37

...to Embedded... Slide38

…and totally Connected via

‘The Internet of Everything’

“What happens when the smartest thing in the room is the room itself?”

Madeleine AlbrightSlide39

Speech / gesture / image recognition, integrated analytics, knowledge management, image / video / voice mining, client self-service, intelligent documents, expertise systems, collaboration, secure email, virtual assistants, intelligent agents and collective intelligence

Artificial Intelligence is Going Mainstream

88%

AI advisers / helper apps will structure legal documents and check content generated by lawyersSlide40

Questions?Slide41

AppendixSlide42

-- Working With the User Segments --Innovators (2.5%)

CharacteristicsLove to try and talk

about new things

Don’t expect new things to be easy or perfect

Known by majority as “outliers” or “crackpots”

How to Work With Them

Find them and engage them

Provide support and publicity for their ideas

Invite them to be partners in designing your projectSlide43

-- Working With the User Segments --Early Adopters (13.5%)

CharacteristicsDon’t need much persuading

Leap in once benefits start to become clear

Quick to connect innovation to their personal needs

Love having advantage over their peers; will invest time/money to get it

Like to talk about success

How to Work With Them

Offer strong, face-to-face support during trial period

Reward egos with recognition

Leverage as peer educators

Maintain relationshipsSlide44

-- Working With the User Segments --Early Majority (34%)

CharacteristicsModerately progressive pragmatists

Won’t act without solid proof of benefits

Cost

sensitive and risk averse

Wary of fads; want “industry standard,” and “endorsed by normal folks (like me)”

Want simple, proven, better ways to do what they do; ways that take no time to learn and create no disruption

How to Work With Them

Stimulate interest with prizes or competitions

Share endorsements from credible, respected, similar people

Redesign for ease and simplicity

Simplify instructions & education

Provide strong supportSlide45

-- Working With the User Segments --Late Majority (34%)

CharacteristicsConservative pragmatists

Hate risk and uncomfortable with innovation

Fear not fitting in; will follow mainstream fashions and established standards

Influenced by fears and opinions of laggards

How to Work With Them

Promote social norms rather than just benefits of innovation

Share endorsements

f

rom other conservative folks like them that innovation is normal and indispensable

Emphasize risks of being left behind

Defuse criticism from laggardsSlide46

-- Working With the User Segments --Laggards (16%)

CharacteristicsHold out to the bitter end

See high risk in adopting the innovation

Spend time thinking up arguments against the innovation and are vocal about concerns

How to Work With Them

Provide high levels of personal control over when, where, how, and whether they adopt the innovation

Promote familiarity with other successful innovations

Promote success of laggards who do adopt innovation

Always be mindful:

They might be right; they might be innovators of ideas so new they challenge your paradigms

They can undermine progress with late majorities, so don’t ignore them