publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/355985
ILTA WHITE PAPER: JULY 2014 WWW.ILTANET.ORG 32 The process of innovating or refining existing workflows toward greater efficiency and profitability inherently involves some trial and error. To make the most of this experimentation, firms need to build some capacity to absorb and learn from non- catastrophic failure, which is essential for effective innovation. Despite some recent developments, the "f-word" — failure — remains taboo in legal organizations. KM leaders need to be skilled in appropriately positioning what are normal processes associated with innovation with people who got where they are by having zero tolerance for failure. The ability to maintain objectivity, critically analyze projects and probe for value and barriers is key. Without trying different approaches on an appropriate scale, you can never be certain the chosen path maximizes the value to the business. New measures require clear metrics for success as well as obvious go/no-go points so the scope of experimentation can be kept at a level that is manageable to the organization. Similarly, KM leaders need to invest time in influencing stakeholders to understand the importance experimentation and innovation have in getting things right, and to deflect perceptions of wasting time or ineptitude. THE VALUE IS IN THE SIGNAL Don't get distracted by all the noise. Implementing thoughtful KM programs, you'll begin to find a strong signal of information that's most significant to providing value to your firm. SIGNAL TO NOISE: LOCATE AND FOCUS ON VALUE AMID COMPLEXITY Boosting the Signal: Required Equipment for KM Leaders • The ability to build the organizational capacity to innovate and establish greater comfort levels with piloting, prototyping and incremental development • Strong collaboration skills across roles and seniority levels and with clients • The ability to draw on a broad range of evidence and viewpoints without letting the need to influence effectively at the leadership level limit your sources of input • A commitment to establishing evaluation measures and build go/no-go points into the process of trying new things • The time and space to build personal resilience and steadying work practices so you can operate at your personal best