publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/355985
ILTA WHITE PAPER: JULY 2014 WWW.ILTANET.ORG 30 Many years ago, in a different firm, my knowledge team developed an irreverent, humorous take on how we should set our priorities and allocate time and energy. What you are and what you are not choosing to focus on must be transparent to those with a stake in the firm's future, and it must align with the firm's strategy. Once the priorities have been set and a strategic direction chosen, this conversation must be carried out patiently and consistently at all levels. It must be inherent in everything you do. Glossing over what is and is not core business for KM in your particular firm can lead to attempting to please everyone, with the likely outcome that tacit expectations will not be understood, much less met. BE RESPONSIVE, NOT REACTIVE The reality of remaining effective as a knowledge leader in a law firm comes down to influence and credibility. You must be able to respond to stakeholder needs and continuously deliver value. There is a difference, however, between being responsive and being reactive. KM and other more strategic initiatives (talent and succession strategies, for example) typically extend longer than the average high-intensity law firm project. The overwhelming approach and mindset of law firm leadership was originally forged in the atmosphere of continuous, high-urgency, fast-turnaround fee-earning work. This tradition can lead to impatience and conflict around the steady build-up required for strategic KM SIGNAL TO NOISE: LOCATE AND FOCUS ON VALUE AMID COMPLEXITY The priority matrix we developed looked something like this: Many years later, I was shown a much more sensible and business-like (but conceptually similar) version, courtesy of Nottingham Law School's KM master class. SETTING PRIORITIES HIGH LOW HIGH Implementation grief and suffering Appreciation and joy from outcomes RUN AWAY! MEH. GOOD USE OF TIME? WORTH IT IN THE END BRING IT ON SETTING PRIORITIES HIGH LOW HIGH Cost and complexity Impact on the business TRAPS FOR THE UNWARY QUICK WINS STRATEGIC PROJECTS HOLY GRAILS