The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/34686
BEST T PRACTICES A Practice Made Perfect: The Pillars of People, Process and Technology he origin of the people, process and technology model might be depicted as a sole practitioner looking up precedents and annotating his case using a fountain pen. Indeed, the legal profession was once so specialized it was common practice to bill by the word. Today, it is not unrealistic for law firms to be wirelessly linked to their clients and databases, enabling real-time service from any place at any time. Already, we are seeing the emergence of the next generation law firm — one that takes a more technologically savvy approach, turning current challenges into business opportunities. Looking forward to 2020, we will see the evolution of a subtle, but multifaceted, interplay of people, process and technology as the foundation of the contemporary practice. THE DECISION: STRATEGY VS. REACTION The prevalence of information technology, alongside an increasingly competitive marketplace, is shifting the nature of the practice and the roles of its practitioners. Calls for increased efficiency and cost-containment in the management of case-related information suggest that traditional service delivery models no longer demonstrate value. Industry-leading law firms are seeing firsthand that reputations for winning cases are quickly taking a backseat to securing RFPs, as they are required to bid on client work and demonstrate real, differentiating capabilities regarding the ability to align to client workflows and harness the power of technology. In order to be successful, the modern- day lawyer is required to manage increasing volumes of information, engage in a team-oriented approach, deal with 14 www.iltanet.org Peer to Peer a heightened pace of business — and the evolution of the field itself — all while facing an outdated billing model. The question in 2011 isn’t whether lawyers will embrace the need to change and modernize their approach, but whether they will be reactive or visionary in doing so. Strong firm leadership is needed to provide the vision that aligns knowledge management, IT, HR and marketing professionals with practice groups, which will drive value in an increasingly competitive marketplace. This is a daunting task for a profession that has relied heavily on a tradition of expertise for its future plans. WHAT “PEOPLE, PROCESS AND TECHNOLOGY” MEANS TODAY Where to start? Case-by-case might not work anymore — and it could put the firm at risk to deviate from traditional models in a haphazard fashion. In order to support a shift to a more value-driven service model, lawyers are increasingly being required to shift from a characteristically reactive approach to one that is more strategic on both a case and organizational level. As part of this new framework, firms will need to harness and transform the traditional roles on the legal team, align workflows across business areas and embrace technology. • People (From Individuals to the Crowd) Progressive firms are recognizing the importance of investing in a talented project team, which is only contributing to the competitive landscape as talent recruitment and retention become hot topics. All of this is occurring alongside the development of a less hierarchical, more cooperative culture that empowers individuals to