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 the technical expertise required to optimize data integrations and governance strategies the Web, mobile devices and other platforms to accommodate user preferences manage client and matter information to help chart the course of the future. The Answer, My Friend, Is Blowin' in the Wind: Firms that update NBI with an eye on holistic needs can achieve the following rewards: Like any big project presenting such a wide range of potential pitfalls and risks, updating NBI is only worth it if firms can reap even greater benefits and rewards. What do so many firms see as the promise when updating intake? •Better Business Performance: Firms can analyze data collected at intake to improve marketing, set pricing for alternative fee arrangements and hone business development and firm strategy When it's executed successfully, NBI can become a fulcrum to drive both business success and firmwide compliance. To realize this vision, however, firms need a technology and services approach that understands NBI as more than just a discrete process to open new matters. A fresh approach includes NBI as the first step in an overall strategy to •Satisfied Lawyers: Lawyers praise IT for providing clean forms on mobile devices, intuitive directions on what they need to do and faster turnaround time to opening matters Choosing Your Own Path: It's not unusual for firms to want to build their own intake system from scratch or on the foundation of a general workflow tool. This approach has some advantages, as it gives firms complete control to design processes that match the firm's unique practice group requirements and processes. The disadvantage, however, is that it's difficult for a local team to scale the project to meet today's business needs. Common risks include: •Resource Strain: NBI requirements are so complex they require full-time resources, consuming development talent that could be used on other IT projects •Lawyer and Staff Frustration: It can be challenging to develop forms that non-technical users, such as conflicts analysts or attorneys, can change to meet business needs •Insularity: Developing a tool in-house, firms cannot benefit from the knowledge exchange vendors tap into to solve problems common across firms •Interface Limitations: It can also be challenging to develop a consumer-grade experience across THE REWARDS OF DOING IT RIGHT •More Responsive Participation: Lawyers and secretaries who endorse the chosen