Digital White Papers

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 8 R - E - S - P - E - C - T : R E F R A M I N G H O W W E A P P R O A C H I N N O V A T I O N I N A L A W F I R M and time to work this way, but it is necessary to gain credibility and promote change. USE EMPATHY AND DESIGN THINKING: Employ empathetic and human-centered design thinking strategies to open up channels of communication within the firm. Realize that the attorneys you want to work with are likely swimming in a massive pool of information, obligations and tasks, and asking them to change the way they work (which has likely been successful to an extent) is a big ask, even if the idea emanated from the attorney. Because the average attorney personality uses evidence-based logic in decision-making, find ways to show examples of how the idea at hand will help them and their clients and set realistic expectations that they can rely on. Build on prior successful innovation projects and use the successes as examples you can point to when discussing options for solving problems. Use change management methods, particularly those that involve engaging stakeholders early and process improvement methods like mapping current state and ideal state processes to identify opportunities. When mapping the current state, use this opportunity to ask "why" to help understand a process or policy, or to get to the root cause of an issue. This will help you better understand how the current state came to be, the rationale behind it, and how the individual or group has evolved over time. You can use this knowledge to tailor your strate based on the characteristics and behaviors you have uncovered. USE DATA-DRIVEN DECISION-MAKING: Constantly ask your team and your firm leadership "are we solving the right problems?" "Are we addressing actual needs or are we only reacting to perceived market pressure or external influences?" To the extent you can, use data to back up strategies. Due to the sensitive and confidential nature of data in a law firm, this can be a challenge, but not impossible. Data can help uncover potential areas for growth and can also help highlight underperforming areas that may need further scrutiny to determine the best course forward. Data will also help you have informed conversations with attorneys and can provide evidence to back up strate decisions (remember that attorneys are hole-pokers so you'll want to be armed with clear justifications that can withstand scrutiny). REWARD ATTORNEY EFFORT: Find ways to reward attorneys for creatively solving problems and experimenting with new ways of achieving work. Some firms offer billable credit to associates for work they do to advance innovation projects. Working with your pricing or finance team can give you insight into potential opportunities to work with attorneys who may be working on a fixed-fee basis or in a higher volume practice since there is incentive to work more efficiently to increase profitability. KNOW YOUR LEADERSHIP: Find your thought leaders and influencers within the partnership and speak with them regularly. You will need to understand their practice, their clients' needs, Constantly ask your team and your firm leadership "are we solving the right problems?" "Are we addressing actual needs or are we only reacting to perceived market pressure or external influences?" To the extent you can, use data to back up strategies.

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