Published on July 22, 2009
Extending the Value of WorkSite ITLA Regional Presentation July 14-15, 2009 Baker Robbins & Company and Traveling Coaches, Inc. describe how to increase the effectiveness of your iManage WorkSite environment to manage the electronic client file in current economic times. Agenda 10m - Key Market Forces – how the economy impacts our choices today 50m - Responding with WorkSite – how to show value with the platform 20m - Delivering Change – how to calibrate your learning message Peter Buck, Mark Denner, Liza Madden, Marilyn Sink & JB Trexler Baker Robbins & Company Joe Buser Traveling Coaches Resources WorkSmart blog http://insight.brco.com/worksmart/blog Electronic file 2.0 about eRecords http://insight.brco.com/e2.0/ © 2009 Baker Robbins & Company
Key Market Forces What’s Keeping Law Firm Partners Awake at Night… 2009 Economic Realities Current slow revenue and productivity growth foreshadowed 2009/2010 Outcomes in 2008 as 6-8% drop in productivity Modest revenue growth in 3% range, but net income targeted down by 15% Productivity continues to soften over 2008 compared to prior years, up 12% over 2007 Attorney to secretary ratios to rise up to 5:1 Redistribution of practice group activity from Financial Services and Expenses, relative to demand, continue Real Estate to IP Litigation and to rise. Bankruptcy The 17-year old hourly business model is being tested Based on data from Hildebrandt Peer Monitor. Contact James Jones. © 2009 Baker Robbins & Company 2
Productivity Challenge demand for services remains soft based on monthly billable hours Productivity Analysis (Avg Hrs / Mo) 150 140 Al l 130 A ssoc EP 120 NE P +OC 110 100 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Jan 2005 2006 2007 2008 2009 © 2009 Baker Robbins & Company 3
Key Market Forces What’s Keeping IT Awake at Night… Information Management, Digital reality Client file now in digital form. Email contains 75% of business content 2009 Baker Robbins & Company Lawyers now being brought into Lit Holds Email Wellness survey revealed + Discovery in ways that they were once protected Only 9% survey respondents confident they can produce the entire electronic client file 86% complain they do not follow email management guidelines because the volume is too high See http://insight.brco.com/e2.0 for the 2009 email wellness survey © 2009 Baker Robbins & Company 4
Take Advantage The key challenge for law firms in 2009 and beyond is to “shift gears” from a model premised on growth and expansion to one premised on the more efficient and cost effective delivery of legal services. The IT community must take this into consideration in planning and project delivery. You must enable lawyers to become an “enhanced practitioner” (Susskind) that blend legal skills with deal/project delivery. They need different tools for different times. © 2009 Baker Robbins & Company 5
Deliver on the WorkSite Investment three steps to leverage your document management platform Lower system total cost of ownership 1 Leverage the existing investment in 3 WorkSite 2 Improve Manage email with Productivity through learning practical lifecycle + policy © 2009 Baker Robbins & Company 6
Lower WorkSite TCO • Centralize and consolidate WorkSite libraries – Reduce system administration costs – Reduce hardware and software costs • Scalability and performance challenges – 5:1 Email to documents – Chase the space – IDOL full text – WorkSite Archive Manager • Evolve the infrastructure – 64-bit operating systems – WorkSite server virtualization – Windows N+1 clustering – Cost effective approaches to disaster recovery • Reduce administrative overhead – Automated metadata administration and replication using Integration Appliance – Streamline workspace generation and assignments © 2009 Baker Robbins & Company 7
Deliver on the WorkSite Investment three steps to leverage your document management platform Lower system total cost of ownership 1 Leverage the Improve 3 2 existing investment in WorkSite 2 Manage email with Productivity through learning practical lifecycle + policy © 2009 Baker Robbins & Company 8
Concise Email Policy © 2009 Baker Robbins & Company 9
Email Lifecycle Management This workflow is realistic and easy to implement Purged by law firm Deleted or >= 6 Months Sent items 1 Non-Record Limited Usefulness 3 File in Move to official Email <= 60 Days Official Record client/matter Life cycle retention managed via Records created or received Preserve Correspondence folder Management System (DMS) Convenience Materials 2 Useful for some period Store in Purged by law firm personal folder >= 2 Years or Inbox © 2009 Baker Robbins & Company 10
Product Demonstrations how WorkSmart products address key user community challenges • Work the way users want to work with – Unites document profile + entire workspace in a single view – No need to navigate the WorkSite tree – Works with or without matter centric workspaces • Improve MCC outcomes with – Simplify the workspace design process – Provide flexible folder choices – Support for complex matters – Improve team collaboration • Extend WorkSite’s reach with – Connect Workspaces with Matter Portals, Extranets and Dashboards – Provide content in context See more at http://insight.brco.com/worksmart/blog/?page_id=469 © 2009 Baker Robbins & Company 11
Deliver on the WorkSite Investment three steps to leverage your document management platform Lower system total cost of ownership 1 Leverage the Improve 3 3 existing investment in WorkSite 2 Manage email with Productivity through learning practical lifecycle + policy © 2009 Baker Robbins & Company 12
Improve Productivity Learning vs. Training • Training is a means to the end, not the end itself • The goal is always user adoption • Maximize adoption by providing a variety of information touch points and learning opportunities • Technology commercials • WOW! sessions • Self-paced learning • Classroom training • One-on-one coaching • Reference materials • Subject matter experts © 2009 Baker Robbins & Company 13
Improve Productivity User Adoption • Deployment of new products and development of efficient processes do not guarantee maximum ROI on technology investment • Just because we build it doesn’t mean they will come • Successful technology change is predicated on complete user adoption of the new products and processes • Users are more likely to adopt solutions that have demonstrable personal benefit • Firm-wide initiatives to ensure user adoption are required • Identification of the necessary core competencies and their reinforcement through specific best practices is critical to success © 2009 Baker Robbins & Company 14
Improve Productivity What’s in it for me? • Adoption of new technologies and new business processes is personal • Investment in re-training for greater efficiencies • Get beyond intellect and create an emotional response • Different strokes for different folks: secretaries care about filing it while fee earners care about finding it! • Communicate early and often and sell the project to gate keepers, influencers and champions • Use peers to break the cycle of resistance • Teach best practices to circumvent non-supported processes • Alignment of firm policies to personal habits © 2009 Baker Robbins & Company 15
Realizing the WorkSite Promise closing comments The IT community must plan and delivery projects differently in 2009-2010. You must enable lawyers to become an “enhanced practitioner” (Susskind) that blend legal skills with deal/project delivery. They need different tools for different times. 1. Lower WorkSite TCO with virtualization and Chase the Space practices 2. Push work to right staff in the right location with WorkSpace Extender, with SmartSpace Wiki integration 3. Streamline lawyer inbox with clear, frequently communicated Email Lifecycle Management story 4. Plan and continue change management with learning suited to your community. Learn More about… WorkSmart: http://insight.brco.com/worksmart/blog Baker Robbins & Company: http://www.brco.com/worksmart Travelling Coaches: http://www.travelingcoaches.com/training.htm © 2009 Baker Robbins & Company 16
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