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KMMKT20

publication of the International Legal Technology Association

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I L T A W H I T E P A P E R | K N O W L E D G E M A N A G E M E N T & M A R K E T I N G T E C H N O L O G Y 25 which we've all learnt to re-evaluate our need for togetherness. It was only through working together that we were collectively able to put measures in place to protect ourselves, and our families, from harm. What's more, this togetherness is vital to how we can continue to combat the challenges that we face today. We know that knowledge is human, and it's strengthened when we work together. The Role of KM Today: Knowledge Management Direction The role of knowledge within businesses is more important than ever before, as firms fight to survive - and thrive. What we know is what makes us unique, and in the business of law, it's what our clients rely on us for. Whilst there is continuing pressure on KM teams to innovate and look to the future, it's important to remind ourselves, from time to time, of the fundamental principle of Legal KM: we're all knowledge workers. It is common within the business environment for boundaries to be created between departments and functions, as each focuses on their bespoke set of practices and goals. But Knowledge Management is unlike any other department – what it measures and produces is firmwide collaboration. In a modern law firm, the KM department has three key goals: • To collect, refine and distribute knowledge • To direct firmwide knowledge sharing and management • To connect groups, teams and individuals with the knowledge they need Whilst firms have readily acknowledged the importance of engaging the wider firm in the role of knowledge sharing, many have yet to develop this further and encourage the firm as a whole to partake in the management of knowledge at their fingertips. Although the KM Department should direct such management in order to verify, validate and distil knowledge work, it is true that we're all knowledge workers, and sharing the responsibility of managing knowledge is a vital way to embed the importance of the practice within any organisation. It is only through doing this that knowledge can be connected – and complete. And it is only through encouraging this wider management of knowledge that the KM department can truly be interconnected with all its unseen knowledge workers. If we all practice it, measure it and value it, Knowledge Management is a shared attitude, aspiration and culture. Don't Silo Knowledge Management to the KM Department In order to truly benefit from the collective experience of the entire firm, we have to see that unlike other functions, the Legal KM department is spread across the organisation, with knowledge workers present within most every team – whether we take advantage of them, or not. KN OWLE DG E AN D H R To ensure KM is spread across the firm, the principles of Knowledge Management need to not only be embedded in an organisation but embodied by the people within it. If Knowledge Management is for all, then every member of staff within a law firm needs to take responsibility for their knowledge, authority

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