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I L T A W H I T E P A P E R | M A R K E T I N G T E C H N O L O G Y 24 matter profitable, how attorneys are compensated, etc. With a full understanding of the strategic objectives of the firm, and how they are being supported, we better understand our part in the larger process therefore enabling us to think more holistically about how we can add to the overall firm operations. I think process management skills, and the ability to communicate the right information to the right internal departments and decision-makers, will be paramount as the world of legal marketing technolo evolves. Change management is an art form in and of itself and communicating the value of new technolo in a digestible fashion for an inherently risk-averse population is even more daunting, yet entirely necessary. Marketing technologists would be wise to dig into the "why" instead of simply performing prescribed actions in order to complete a project; the ability to speak intelligibly to a technolo project or tools' value is what sets a "do'er" apart from a "leader." W H A T D O Y O U T H I N K W I L L B E T H E " N E X T B I G T H I N G " P E O P L E A R E T A L K I N G A B O U T ? The two things that keep hitting my radar are artificial intelligence and data visualization. In this new and improved world of tapping into firm data, I see opportunities for firms to use AI to improve processes and analyze datasets to make inferences about their clients, presenting opportunities for JS LG lawyers to proactively approach their clients about their needs. As for data visualization, nobody wants to take raw data into a meeting. Giving marketing professionals the tools to quickly and easily paint a picture of what your data represents in a way that makes both a visual impact and resonates with your audience, whether that is for an internal meeting or for a client, is becoming increasingly more important in a world where less is more from a presentation standpoint. It's already started, but I think the ideas around customer experience (CX) and employee experience (EX) are only going to continue to grow. Marketing technolo is well positioned to be part of these initiatives as the function is very close to important data to the firm, data about our clients. The more we can create customized, personalized, individualized (pick your term) experiences for how our clients and prospective clients interact with us, the better opportunity we have to build the strong relationships that create loyalty. I hope the next big thing is a technolo stack that truly interacts seamlessly with each individual component. So much time is wasted by duplicating efforts in order to compile the requisite information necessary to move the pitching or client service process along. The propensity for different technolo components to operate in silos is what is holding the legal industry back from taking the next step towards LPM JS true top-notch client service; without the ability to remove duplicative actions from the workflow, there has to be an additional layer of human capital for checks and balances, which prevents the most attractive pricing structure from being presented. The firm never wants to take a bath on the engagement, and the client doesn't want to pay more for the work than they think it is worth. If there were a more coalescent technolo stack, both parties would benefit. It's hard to predict what folks will be talking about as the "next big thing" in five years, but I'd expect our current "next big things" (e.g. artificial intelligence, data science and predictive analytics, true marketing automation, etc.) will be fairly commonplace in legal marketing technolo and operations. I think we'll see a continued streamlining of resources and marketing technolo stacks (by both consolidation in the technolo market and by firms' focus on right- sizing their existing resources) to support the entire client life cycle. W H AT N E W O P P O R T U N I T I E S D O Y O U T H I N K W I L L E X I S T F O R M A R K E T I N G T E C H N O L O G Y P R O F E S S I O N A L S W I T H I N F I R M S ? TMarketing departments can often struggle with being too reactive and getting caught in the weeds with inefficient process and task mastering. While a service JW LG F U T U R E O F M A R K E T I N G T E C H N O L O G Y - F R O M T H E P E R S P E C T I V E O F T H E N E X T G E N E R A T I O N O F I N D U S T R Y L E A D E R S

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