Peer to Peer Magazine

March 2014

The quarterly publication of the International Legal Technology Association

Issue link: https://epubs.iltanet.org/i/271291

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PEER TO PEER: THE QUARTERLY MAGA ZINE OF ILTA 56 FEATURES FEATURES TECHNOLOGY IN THE FOREFRONT As Neochange, the experts in user adoption put it, "Software has become so integral to business success that firms can no longer afford poor adoption. Today, firms need to increase their users' ability to consume software to create business value — it is the key to higher productivity and long-term competitiveness." This applies most particularly to law firms whose tools of the trade are software applications and whose main output is in a digital format. Excellent legal service and experience will always be key criteria for clients when selecting a law firm. However, the need for increased technological skills when winning and keeping clients happy cannot be ignored. During a keynote speech at ILTA's annual conference, Scott Klososky introduced the idea of a strategic inflection point. This is a time of transition; a company's competitive position requires the company to change their current path and adapt to the new situation or risk declining profits. Strategic inflection points tend to arise following a long period of unbroken success when managers can't imagine anything but continued success and the organization is most vulnerable. We are seeing that, in this mature legal market, law firms need to do everything they can to be more competitive. Mergers and bankruptcies are a reality. Firms need urgently to examine the status quo and see what can be done to gain a competitive edge. Accelerating this need is the prospect of the Suffolk/Flaherty Technology Audit, which will become a reality for firms this year. Corporate counsel will be able to apply the audit to ascertain the skill levels of potential outside counsel. The prospect of this audit and the changes to the American Bar Association's model rules (which now state attorneys are required to be competent with technology) have created a tipping point. It is now recognized that in order to provide excellent customer service, attract and keep clients, comply with the ABA, and pass the audit, attorneys need to be more technologically competent. IT training departments have been galvanized into action with renewed verve and enthusiasm Firms with higher rates of technology adoption billed 25 percent more time than those with low adoption rates. Most law firms could provide more efficient legal services to clients by improving technological competency among attorneys. CIOs and IT training managers recognize this fact but historically have found it challenging to get buy-in from their firms. It's time to upskill to gain a competitive edge. Technology Adoption for a Competitive Edge UPSKILL TO GET UPHILL

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