publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/355985
ILTA WHITE PAPER: JULY 2014 WWW.ILTANET.ORG 46 on different platforms, migrating to a single intranet can take a few years. In these cases, rebranding local intranet sites with a unified look and feel and pushing the same information, stories and content to all of those sites can be a good alternative. Along with culture, every firm brings its own structure and hierarchy, with similar operations and departments functioning differently from one firm to the next, each with its own administrative budgets, priorities and methodologies. Sukesh Kamra, National Director of Knowledge Management with Norton Rose Fulbright Canada, observes that all firms have their own business philosophy that affects everything from how they define their business service departments to who does what and how. Often, the impact of these differing philosophies on the various aspects of a combination is not fully appreciated until after the fact. When distinct business philosophies, cultures and structures meet, how do the people involved navigate them? All interviewed agree that communication — obvious as it might be — is the answer. Early and frequent dialogue is essential, with listening being far more important than making one's own point. BRINGING PEOPLE TOGETHER People are a big part of any firm's culture. People form relationships and get comfortable working with those they have come to know and trust. When firms combine, people find themselves working with strangers, with little or no time to build rapport. Everyone interviewed noted that this can cause miscommunication, misunderstanding and even suspicion if not carefully considered and addressed. Harder still, some approach firm combinations with fear. As one person suggested, "The word goes out that nothing will change; though there is some truth in that — because you want to preserve the firms' cultures — in reality, a lot changes. Furthermore, the press is full of negative stories about mergers and not nearly enough positive ones about the opportunities, benefits and wins." As a consequence, some people come in wary, apprehensive or even downright scared, which typically makes them less comfortable about sharing. Again, misconceptions and fears are allayed as people start talking and opening up to each other. The earlier the firms' personnel have access to their counterparts, the sooner they can tackle and bypass this potential roadblock. Top Five Tips for a Happy Marriage In talking with these seasoned professionals — whose combined experience approaches 20 law firm combinations — the following five tips emerged for those embarking on a combination of any size: WHEN FIRMS COMBINE: A KM PERSPECTIVE ON LAW FIRM MERGERS Get to know the other firm(s). Find out as much as possible about the structure, clients, practices, culture and people. Listen actively. Do not come armed with answers and solutions; come with questions and an open mind. Communicate. As soon as permitted, start a dialogue with the other organization's people. Use surveys, checklists, conference calls, and make visits (if possible) to learn what people need, establish trust and build rapport. Ditch the silos. Do not risk tripping over your current colleagues in other departments; get all of the business units out of their areas of expertise and working together. Practice good KM. Take time to document the entire process. In the whirlwind of activity, recording what everyone is doing can get overlooked. Use debriefing to capture lessons learned and best practices. 1 2 3 4 5