The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/34686
BEST PRACTICES “Lawyers can no longer excel by working in isolation and simply focusing on the desktop in front of them.” evolve in their roles based on client and case requirements. For example, paralegals are being catapulted into the role of “case manager,” where they are increasingly responsible for architecting a solution, navigating technology choices, case and database administration, and demonstrating the value of each of these to the client. None of these tasks, by the way, have they been formally trained to perform. Cultural shifts are also occurring as individual practices are coming together in a more centralized fashion to support the management of costs and strategic investments. The end result is a firm that differentiates itself by demonstrating value — not just expertise — with clients. In addition, crowdsourcing alongside the increased accessibility of substantive and procedural knowledge online has compounded the pressure on the field to reinvent itself. Whatever configuration of people, process and technology is put in place, it needs to highlight, promote and showcase the effectiveness of lawyers to transfer the tacit knowledge held within the firm’s walls. To this end, many firms are employing technology to perform tasks more efficiently, digest and interpret information in an expedited manner, develop more nimble and responsive service models and to engage clients in a more collaborative fashion. • Process (From Project Management to Billing) The introduction of project management principles (a venerable pillar of IT business models) is also having a significant influence on the practice of law. A more planned 16 www.iltanet.org Peer to Peer and phased approach is reshaping the way resources are allocated, and has expanded the role of the lawyer from subject matter expert to project manager, team facilitator and even mentor. Some firms have gone so far as to embed their entire practice in a project management model. Even late adopters are finding that lawyers can no longer excel by working in isolation and simply focusing on the desktop in front of them. Instead of navigating the case as it unfolds, they are now being tasked with anticipating the complexities associated with technology, coordinating a team of specialists, managing resources, and coping with expedited timelines in order to fulfill their strategy — all while keeping in line with client budgets. It is also noteworthy that these very project management principles also support the evolution of more refined billing models that reflect the results at each stage of a case. With information as the new currency, the billable hour could, in some legal sectors, be replaced with alternate units such as the gigabyte or, more likely, value-based fees that focus on measurable results. • Technology (From Paper to the iPad) Traditionally, law firms have been very conservative when it comes to adopting technology. However, an increasing gap between a firm’s capabilities and those of its clients has put unprecedented pressure on firms to optimize their practice through technology. The ultimate tipping point is inevitable as information sources multiply and the demand for real- time access through mobile or virtual means grows. While