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I L T A W H I T E P A P E R | I N F O R M A T I O N G O V E R N E N C E 40 Do they prefer to take a more methodical approach and identify a best way to move forward which, while not as innovative, yields a more predictable result? Perhaps your firm lies somewhere between, allowing innovation in some areas while requiring standardization in others. Once you have identified your firm culture, we will present some steps to establish a successful information governance initiative. These steps will serve as a starting place for you to lead the evolution of information management for your organization. Determining Your Culture What are the different cultures found in most law firms? We will discuss three different models; conservative, progressive and moderating between these two. Conservative firms resist change, encourage stable procedures and expect predictable results. Progressive firms openly embrace new ways of working - from billing, collaboration, roles, work arrangements and information sharing. Moderate firms fall somewhere between these two. They may desire stable systems with open information sharing. They embrace new roles and technologies but deploy them in limited, highly-regimented ways. So how do you determine which culture best matches your firm? We will discuss these in more detail as we look at each culture. There are several factors to consider: • Organizational structure • Client profile • Geographic footprint • Leadership styles • Financial culture Other considerations include identifying both industry leaders and decision makers within your organization. While identifying the primary forces in the organization, it is imperative you understand the needs of the entire organization. Conservative Firms: D E F I N I T I O N Conservative firms might encourage users to operate within a traditional model using a standard taxonomy, very secure systems and traditional tools. These firms want to encourage safe innovation modeling to others, breeding success while taking fewer risks. Their risk tolerance is very low and while not yielding huge, quick benefits, ensures a predictable, stable return. These firms are sometimes referred to those that like to "be first at being second." F A C T O R S So, how would the factors listed above look in a conservative firm? Not all organizations will match exactly; however, certain indicators may aid in identifying the best approach. Strong central leadership is viewed as not yielding the best results. The real executive authority might be committee driven, representing the highest earners, cultural leaders or other demographic factors. Each of these leaders will be a strong cord that when bound together creates a strong core of bound diverse interests. Decisions and strategic imperatives are governed at the committee level rather than one individual or department. Their clients might also exemplify the more highly-regulated and/or conservative, blue chip companies. These clients will seek counsel with a culture similar to theirs. It is unlikely these clients will be comfortable with a firm with cutting edge information governance techniques or tools. The size, history of or age of the firm will indicate a tendency to change slowly. If your firm is named for men who have left this mortal plane, your culture may be based what worked for those noble gentlemen. We are not saying modern technolo isn't used. It is used after others have tried and tested it to identify the pitfalls. Firms with multi-office, international locations may also find themselves slow to adopt new technolo or processes. This, coupled with the committee based approach to decision making, can make it challenging to reach consensus for issues that impact the entire firm. How closely does your firm scrutinize expenditures? A conservative firm will expect once a budget is established, you will be expected to provide justification for any monies spent – whether for technolo purchases, new hires or special projects. P O L I T I C S O F I N F O R M A T I O N G O V E R N A N C E

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