publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/192213
SHELTER FROM THE STORM: RISKS AND REWARDS XXXX OF UPDATING NEW BUSINESS INTAKE experience. As the chosen system will likely be in place for years to come, firms should envision how their business strategy and risk profile will evolve and pick a product agile enough to support the changing needs. Ultimately, firms should be empowered to make future changes themselves to increase ownership and cost effectiveness. Given the importance of agility and flexibility, firms should keep the following risks in mind when evaluating vendors to replace or update their NBI system: Choosing Software: Many of the products available to automate NBI are business process management (BPM) or workflow platforms originally developed to help large enterprises manage complex workflows. While attractive for firms seeking to automate multiple workflows with a single tool, BPM platforms are not designed specifically for NBI and often result in endless implementation projects and very expensive costs for customization. As a result, firms are forced to alter processes to accommodate pre-made workflow templates and then lack the power to alter forms and workflows without reengaging a vendor to supplement custom coding. Finally, the tools often have outdated user interfaces that discourage lawyers and secretaries from using the products effectively, and they provide a negative user experience. By adopting the wrong platform, therefore, firms risk: •Stalled Implementations: Endless implementation cycles result in aborted projects •Shoehorned Processes: Altering processes to fit standardized templates increases risk •Increased Budgets: Coded customizations require high up-front costs and substantial charges for subsequent modifications •Alienated Users: Frustrated by antiquated user interfaces, lawyers and staff work around the process and nullify effectiveness •Mismanaged Data: Lacking the right integrations, intake only furthers data duplication and incoherence across systems Choosing Partners: Firms frequently engage consultants to help update NBI successfully. Consultants help firms understand practice-specific risk requirements, improve processes to incorporate client-specific requirements and eliminate bottlenecks and risk areas from workflows. Given their experience working with multiple firms, consultants can help firms identify removable inefficiencies, habits and mistakes as well as help firms define objective criteria for selecting a software solution best fit to address unique processes and goals. Analyzing and amending broken processes are critical first steps to any NBI project's success. As with the technology platform, engaging a thirdparty services provider entails risks that could similarly derail project success. Common setbacks firms face in their consulting engagements include: •Vendor Lock-In: Some vendors inhibit firms from working with a third-party consultant of choice, resulting in biased analyses to match their product offering •Undue Expenses: Often vendors place high tickets on changes required to meet the firm's evolving needs •Cultural Blindness: Many consultants overlook the firm's specific culture and knowledge base, crucial to adequately structure questions and forms that will elicit meaningful responses •Cut Corners: Some vendors and consultants sidestep rigorous analysis of a firm's process needs and shoehorn them to templates built for previous engagements •Narrow Focus: Many intake consultants, while knowledgeable of risk management trends, lack