P2P

7 I L T A N E T . O R G Bucking traditional on-premises models by necessity, as there is no "on-prem" for teams that are geographically distributed, global firms have long worked with tools, timing and locations that are diverse, sporadic and challenging. They may have a strategic advantage in planning for, and delivering, remote technology tools and fostering a culture that supports virtual success. By adopting a diverse-based culture and leveraging technology – all firms can provide everyone with tools to succeed. I believe the benefits of a distributed law firm can be achieved without a wholesale shift to that model. There will most likely be adoption of these strategies moving forward as most firms will need to move towards a distributed model regardless of their size and geographic profile. Firms have long-realized that location-diverse talent pools result in obtaining quality resources at potentially lower cost, which can be better than swimming in only local talent pools. While it is easier to adopt a distributed model for ad hoc resources, hybrid work provided the impetus to adopt partner-track models to provide opportunities across the board. As with all success, effective communication is the foundation of building a collegial, connected practice. Building the culture is the challenge – the technology tools are available. Technology is the backbone of success for any firm where the practice expands beyond four walls of one place. Tools that provide for remote connection (I have real affection for my virtual desktop!), collaboration both in-house and with clients, consultants, and others, are the rock stars of the present and future firm model. By adopting a more distributed model, firms have to shift the financial burden of maintaining offices over to technology tools. Of course, firms can decide to do both – and global firms do not necessarily have the options around the brick and mortar spend where a physical presence is required. As the ILTA technology survey is developed and honed, there is a great deal of effort spent on identifying current tools and models utilized as firms have changed the way they manage their technology to deliver legal services. There is a decided effort by the survey team to recognize these trends and to subsequently provide a great, timely resource to firms of every size and business configuration. I am not sure we are at a "remote first" model across the board – but that is now an option for firms whereas the past strategies had to allow for some traditional office features. Cindy MacBean is Litigation Support Manager at Honigman LLP. Cindy is a highly-experienced Litigation Support professional who has recommended technology solutions to support discovery workflow to provide innovative, appropriate and cost-effective solutions in law firms, their clients and corporate legal staff. Cindy has utilized her business education and diverse experience to demonstrate excellence in solving problems, mitigating risk, providing tactical direction, overseeing operations, planning strategic initiatives, implementing solutions and supporting legal teams with the utmost commitment to customer service. In addition to her MBA in Technology Management, she maintains certifications in eDiscovery (CEDS), Information Governance (IGP) and US/Europe Privacy (CIPP/US, CIPP/E). The strategies and structure of a global office differ from a hybrid model in that there is a purposeful decision to distribute tools and technology to achieve business goals. A hybrid approach follows the path of existing business strategies to take them on-line and deal with working virtually. Global firms, or domestic firms who adopt that model – purposefully plan for [geographic] diversity. There are certain commonalities, of course, but each have unique variables in the considerations for business operations. Over time they could converge for firms who adopt a more remote strategy - and likewise seek the path of a more distinct model. How and where will future technology tools take us? For the first time, we cannot really answer that question. In the past, it was "The same path with some deviation as required". Now, firms can adopt what works best for them as they capture and retain client relationships, strive to accomplish work, and be successful according to their plan. ILTA

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