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65 I L T A N E T . O R G W hen it comes to innovation, law firms are all over the map. Some have created non- billable positions to spearhead innovation efforts, while others have added innovation responsibilities to current lawyers and staff. Which structure will lead to more success? Only time will tell. I spoke with representatives from four large 1 law firms with unique perspectives. However, an overarching theme emerged: innovation must be organic and ingrained in the culture of the firm. Just hiring a "Chief Innovation Officer," or other similarly titled person, is not going to be enough to bring about true innovation. Innovation groups generate a body of ideas but often depend on others to put arms and legs to them. One option is to create a committee of lawyers, technologists, data analysts and project managers who, in addition of their "day jobs," are tasked with advocating for innovation. Members interact with clients and firm personnel, soliciting ideas and bringing them to the committee for consideration. No one person is tasked with innovation. This is the approach taken by my firm, McGuireWoods, which has created a "Practice Innovation Office" led by partner Sam Tarry. According to Sam, "McGuireWoods believes that innovation arises best when attorneys and staff work in a culture where innovation is encouraged. Everyone needs to understand they are welcome to suggest new ways of serving clients and handling internal operations." Another option is to build an innovation program from the ground-up with a small, dedicated group. Those resources, however, do not work in a vacuum. Firms need champions at all levels — practice groups, leadership, staff, clients. Although members of the small group can focus on strate and looking at the "big picture," they still need to be open to everyone's ideas. About three years ago, the Director of Knowledge Management at Perkins Coie created the role of Practice Innovations Manager and hired Amy Monaghan to lead practice and client-facing innovation efforts. There was so much demand in this area that Perkins responded by building up Amy's team to five people within a six-month span. The members consist of an analyst, a document automation specialist, two Practice Innovations Fellows (a fellowship that Perkins created), and two IFLP (Institute for the Future of Law Practice) interns. Additionally, Amy is part of an informal, cross-departmental team that includes developers, business analysts, and project managers. This type of creative staffing has allowed Perkins to have a greater impact throughout the firm when it comes to innovation. A third option is to devote a department to technolo, skills and process. Integrating that group within the service delivery arm gives muscle to innovation throughout the firm. Orrick, Herrington & Sutcliffe LLP is an example of this approach. Daryl Shetterly, Director of Orrick Analytics, leads a team of more than 100 people that are staffed on more than a thousand matters across the firm. Daryl also sits on the firm's Innovation Team, led by Wendy Butler Curtis, the firm's Chief Innovation 1. My intention was not to ignore small or medium-size law firms. However, I found it difficult to obtain information about their innovation efforts. They are probably very innovative, yet not publicizing or marketing those efforts. They are also less likely to have hired "Chief Innovation Officers" or other similarly titled employees. If any small or mid-size law firms would like to discuss their innovation structure, please contact me and I will do a two-part article.

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