The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/96072
an opportunity to offer a new solution to those who are interested in taking advantage of it. Once you roll out a new system or process for some, others may come on board and begin asking what you can do for them. Make yourself available to those individuals and let them know how to find you. Continue working with those most willing to adopt new technology. As you demonstrate the possibilities, more people will begin to take an interest in new ways of doing things. A good example of this type of growth is the "iPads for Lawyers" program at my current firm, where 600 lawyers have signed up to receive an iPad. The program was established so attorneys could organically drive innovation based on how they use the iPad and apps to conduct their work and interact with others. They have embraced the devices for their ease of use, portability and access to new technology, and are using them to manage bills, make document edits and execute other important tasks. We are observing attorneys' uses of the iPads to identify opportunities to create real business value, such as saving time in the billing process, and we are utilizing existing apps or building custom apps specific to these needs. By responding to the way attorneys instinctively adopt a new technology, we have been able to identify a number of innovations and provide solutions that will support the growth of the firm. Set Realistic Expectations While you may want to make every effort to meet all the requests of attorneys, it is important to make sound business decisions when taking on new projects. Once you understand the attorney's needs, determine whether his or her request will improve efficiencies in the firm, increase profitability or otherwise meet an underlying goal of the firm. If the project will provide a return on investment, keep the goals realistic and achievable. If it seems out of reach, the initial idea may be one that can be distilled down into something more manageable or broken out into phases. Also, understanding "why" a certain technology is a good fit — not just identifying "what" technology can do for you — will help you identify the best answer. For example, we selected Yammer as a collaboration tool internally. The "why" behind this decision was that it offered a better way for a number of individuals to communicate and have ongoing conversations than phone calls or email messages. Work closely with the attorneys, keep them informed and help them concentrate on the most important outcomes. Following this advice will keep you and the attorneys heading down the same path to success. Demonstrate the Value of Your Work You have the opportunity to make a tremendous impact on the success of your firm. My advice is to make your voice heard as an advocate for technology. Defy current ways of thinking and bring new ideas and services to the table that your organization can provide realistically. Stay current on trends. Better yet, think beyond the trends. Think ahead to the future, and contemplate ideas that will drive the firm's initiatives and bring the most value to the organization. Doing so will most likely cause others to see you as a valuable asset to the firm. Also, it is important to view the profession as a whole; gather information from others, and use that as inspiration in developing new solutions. Challenge yourself to stay away from cookie-cutter approaches, and develop services that will support your firm's objectives. If you lead a team, be an advocate for them as well, and demonstrate the value they bring to the organization. They are an important part of the process, your success and the success of the firm. Make an Impact In our field, I believe it is critical to continue to push the envelope and challenge ourselves every day to do things smarter. Keeping your finger on the pulse of the firm and tuning in to what other people are saying about the challenges they face can generate continuous opportunities to improve functions throughout the firm. Make an effort to talk to as many people as possible and speak up when you identify a need you can meet. By visiting with individuals throughout the firm, you will discover a number of new ways to apply technology to solve problems and make an even bigger impact on the success of your firm. Katherine Lowry is the Director of Information Resources at Baker & Hostetler LLP, where she manages solutions for legal research services, records, practice services and practice applications, and integrates information-based resources into practice-specific solutions. She has more than 10 years of experience in building value-driven services, implementing the use of technology and managing relationships. She holds a J.D. from the University of Dayton School of Law. She can be contacted at klowry@bakerlaw.com. Peer to Peer 25