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9
I
t's time to think bigger about Experience
Management. Law firms have pursued
Experience Management (EM) programs as a
means to capture and leverage their collective
knowledge for efficient marketing and business
development processes. But as modern trends dictate,
this approach to Experience Management needs to
evolve beyond mere data collection to be a platform for
ever-growing law firms to improve relationship building
and access to opportunities for all professionals.
The Problem with Traditional
Experience Management (EM)
For over two decades, law firms followed in the
footsteps of major accounting and consulting firms,
aiming to harness their collective expertise. However,
these programs were often viewed as non-billable
administrative tasks, focusing primarily on gathering,
categorizing, searching, and extracting experience
"records" primarily used for websites and proposals.
Once these experiences – mostly brief descriptions with
limited context - found their place in the 'repository',
they became generic, losing their connection to the
contributor and related professionals. Over time, this
impersonal and narrow approach caused EM to lose
value, relevance, and attorney engagement.
Rethinking Experience
Management:
Paving the Way to a More
Collaborative and Inclusive Culture
by Clinton Gary
