The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/34686
ONE YEAR IN Since the firm’s initial phased Google Apps rollout last April, B&B has rebuilt a combined knowledge management and technology department using our collaborative cloud Google Apps platform to apply KM concepts and behavioral change initiatives to the firm’s areas of practice, its business model and in attracting new lines of business. The following changes have also taken effect: • Collaborative cloud solutions instead of traditional software licensing models: The firm has formed a revenue-generating line of business focused on change management, risk management and project management, and how to integrate Google Apps with future clients’ business models and information management platforms. This fresh approach has enabled the firm’s KM and technology departments to deliver revenue-generating strategic collaborative cloud solutions not only internally, but in providing consulting services for future law firm clients. • Technology and personnel outsourcing: Within this environment we are initiating alternative staffing models by outsourcing both technology and personnel, and shifting existing work processes with project management initiatives. This process began across departments such as HR, finance, marketing, legal and administration, and then moved on to our varying areas of practice. The outsourcing and alternative staffing models led to substantial cost savings and innovations in our alternative fee arrangements. In outsourcing personnel and processes, both legal and otherwise, our AFAs are negotiated with each client relative to their needs and our ability to meet them. • Collaboration: B&B uses the social media-driven aspects of Google Apps to collaborate and drive efficiencies, reshape how attorneys think about their practice and act as a catalyst in the ongoing evolution of the firm KM library. An internal social media environment that is shared with clients — Increasingly Cloudy Skies: A Founding Partner’s Perspective by Donald R. Barthel, Esq., Founding Partner at Bradford & Barthel I n 2010, Bradford & Barthel, a 200+ user defense firm with 12 offices throughout California, began a multi-year implementation of taking the firm to the cloud. The firm’s senior management team led the charge in leaping to the collaborative cloud computing model. Since that time, the firm has realized tremendous cost savings (via reduced software license agreements and less required IT and technology infrastructure costs), forced its staff to collaborate on work product (which they now can’t live without), and extended the ability to review documents and expedite responses to its clients’ requests. And, this is just the beginning. Still, and as one might expect, the firm’s “first to market” move has been met with pessimism, rumblings about confidentiality and security concerns, and overall doubt that collaborative cloud solutions such as Google Apps are ready for prime time in the finicky legal space. IT MIGHT NOT BE PERFECT, BUT… What is the current state of collaborative cloud computing? It seems there may have never been a better time to ask that question, especially with another major outage (this time Amazon was so lucky) dominating the technology pages and increasing debate over cloud computing’s future (particularly, the notions that the cloud is too dangerous and not enterprise-worthy). I say — and you can tell your clients (us lawyers) this — don’t believe it! Amazon’s outage scenario reminds me of a recent flight I took on April 1, 2011: a Southwest Airlines (SWA) aircraft suffered fuselage rupture at 36,000 feet, resulting in loss of cabin pressure and requiring an emergency landing. As I sat six rows from the five foot-long, two foot-wide gaping hole, I came to believe I would never see my children again. I eventually passed out when my air mask failed to deliver oxygen. On that same day, a Delta flight struck a flock of large cranes and an American Airlines plane failed to properly pressurize, requiring an emergency landing when passengers became ill — quite a tough day for an industry that is statstically far safer than auto travel! [ continued on page 143 ] Peer to Peer the quarterly magazine of ILTA 141