Peer to Peer Magazine

48 For many firms, the next step in building out an innovation program is a thorough assessment of its data. While part of this is done in the initial analysis, further investigation into all the relevant data sources is necessary. What platforms currently create and store data? Do the platforms currently talk to one another? Is the data they store clean and ready for use in AI or other applications? This is the point where firms often realize they need a data management strate as part of their innovation plans. For some this includes implementing a data hub to bring all the platforms and systems under a single umbrella to maximize the value of the data in the firm's possession. Ongoing data management should include steps for discovering data, connecting it to the hub, cleaning data and completing any conversions that may be necessary before it can be used. Simultaneously, the updated processes or new systems identified as part of the innovation program need to be purchased or built and then installed, adopted and maintained. Each of these steps requires unique skill sets and expertise, depending on how customized or elaborate the bespoke solutions will be. It's important to identify the resources that will be necessary to carry out the strate at the start. This ensures timelines and budgets established are accurate and achievable. It takes a village Comprehensive innovation execution relies on a team approach. This can include any number or combination of experienced legal professionals, data scientists, data analysts and engineers, legal process architects and talented software engineers. Ideally, for law firms or corporate legal departments, these team members all bring legal industry backgrounds and work together to offer many points of view throughout the process. Putting the right people in place, not just to help create an innovation strate but execute it too, is the best way to get things started and achieve meaningful progress on the plan within a reasonable time frame. While some of these resources may be available within the firm, in many cases partnering with an external service provider is the ideal option for bringing together the highest-caliber team. This is true for organizations of all sizes. ILTA How to Comply with Outside Counsel Guidelines? An Answer and Infographic by Bellefield Systems by Gabriela Isturiz President, Bellefield Systems Legal departments are driving change in their law firms by leveraging outside counsel guidelines (OCG). OCG are contracts for services; this means non-comapliance with guidelines stipulated in OCG can result in non-payment, invoice rejection, and payment delays. To make matters even more complex, every clients' OCG is unique. It is no wonder firms are challenged to comply with the growing complexity of OCG, and often resort to write-offs to avoid invoice rejection or negative client feedback. Whatever the case, the management of Outside Counsel Guidelines is resource- intensive and revenue draining for law firms. The most efficient way to achieve compliance is to automate it at the point of entry. We made this infographic to explain the process, and hope you find it useful! http://blog.bellefield.com/how-to-comply-with- outside-counsel-guidelines

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