Digital White Papers

I L T A W H I T E P A P E R | I N F O R M A T I O N G O V E R N E N C E 42 P O L I T I C S O F I N F O R M A T I O N G O V E R N A N C E willing to risk small failures hoping to yield much larger results. Theyembrace change with all the inherent unpredictable results. They understand there is value to failing, failing quickly and resisiting the pressure of perfection. F A C T O R S So, let's look at factors to consider when determining if your firm embraces a progressive culture. Having already discussed how a conservative firm might look, let's compare and identify the differences between these two poles. Progressive firms will differ in leadership and will prefer a strong central authority providing a more structured governance program. Authority may be an individual or a group. The group will employ a more innovative approach, be more agile, and make quick decisions or set a strategic directions. This firm may employ newer, less tested technologies. Similar to the conservative firms, they will closely monitor user behavior, not to identify success but to impede variant actions to prevent less predictable results. Progressive firms may have left a larger older firm because of this difference in culture. They may be more agile in adopting and adapting new technologies and processes. How will having a strong central authority change the IG culture? This firm will have less competing ideas and will likely coalesce around a strate faster than other firms. The organization can identify, engage and deploy new technologies and processes quickly. This can be great for making headway. It may also mean ever changing technologies and processes as newer tools and techniques emerge. Progressive firms will also have large clients. However, these clients may represent more progressive business interests in technolo, finance or other services. Maybe the conservative client base is the S&P 500 and the progressive firm is engaged more by NASDAQ companies. These clients may not only use emerging technolo, they may be developing them. They may expect their lawyers do the same. As we mentioned above, progressive firm leaders may have left the stod old school firm to chart their own course. They pushed for changing old ways. They wondered why anyone would be using Microsoft Explorer when Chrome, Mozilla and Firefox were clearly, in their minds, better more secure tools. Early adoption of new technolo can be a strength if managed well. Progressive firms may leverage new technolo for greater short term wins. Some firms have created subsidiaries to develop new technolo offerings or innovative service models. You must ensure the IG risks are mitigated through vigorous system monitoring. The progressive firm may be extremely diverse in terms of geography, being willing to open a small office in Dubai to be close to a client and closing the office when the business need ends. The lawyers might be working, not in a corner office on the 98th floor of a Sixth Avenue building in New York City but, at in their home office fully connected to firm technical resources. While all firms can and should be mindful of managing expenses, a more progressive firm will likely spend a bit more freely, taking calculated risks in choosing how to spend. A progressive firm may have consultants on retainer to ensure they have the pulse of the industry, be willing to hire people to staff new projects and recognize an investment Progressive firms may leverage new technolo for greater short term wins. Some firms have created subsidiaries to develop new technolo offerings or innovative service models.

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