publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/395170
ILTA WHITE PAPER: OCTOBER 2014 WWW.ILTANET.ORG 29 PICKING AND LABELING THOSE APPLES With a flexible and intuitive structure that collected objective data in place, we were ready to tackle the problem of driving users to feed the workflow with good data. As an initial approach, we explained to the end users the high-level benefits of entering quality data — robust reporting, real-time status updates and smarter analytical decisions, to name just a few. Given the generally warm reception our high-level overview received, we expected uptake to be immediate. We were in for a surprise. Our warm reception quickly went cold. Criticisms included that the information we required was duplicative of what was already sent to our client as part of an initial case assessment and that everyone was already too busy to take the time necessary to interact meaningfully with the application. After some honest reflection, we decided we hadn't done enough to benefit our typical user in the first iteration of our workflow, and that tools must be integrated to drive users to the application. A few popular features we now incorporate include: • Document Automation: Those pesky questions we asked that were duplicative with initial case assessments were pesky no more once they automatically mapped to a standardized initial case assessment form. By simply clicking a Word icon after inputting data into the required fields, users now generate an initial case assessment form that is filled out and ready for review. • Deadline Alerts: By hooking into our docketing system, all deadlines associated with a particular user or matter are just a click away. Further, with a little filtering, a supervisor can use the same feature to quickly check all upcoming deadlines in her office and balance workloads as necessary. SORTING APPLES: LET TECHNOLOGY MAKE THE MOST OF MATTER WORKFLOWS Let Technology Do the Lifting: Whether categorizing matters at intake or extracting volumes of data from new matters, a manual process will be cumbersome, inconsistent and require too many resources. Focus on the technologies available to you and how you can integrate them into your workflow. Start Small and Make the Process Scalable: If creating an entirely new application or improving your entire workflow is too large a task to undertake at once, choose one or two areas you are confident will produce good results. Concentrating on quick and easy wins will help build momentum and make your case for further investment. Don't Forget Your Users: While you will recognize the value in your workflows and applications, that value might be further removed from your users. To drive them to use your application meaningfully, consider adding tools that benefit their practice. Linking exemplar documents, providing real-time reporting and synchronizing with other firm tools are just a few examples used by firms today. To increase the odds of quick adoption, pick a few tools that fit your firm best and add them before the initial rollout. Look to Others for Inspiration: From active participation in professional legal associations to looking beyond the borders of the legal industry, keeping current on best practices in process improvement will help you generate better results more quickly while avoiding a few pitfalls along the way. For some ideas on places to look outside of the industry, see our suggested reading sidebar. Be Patient: Change does not happen overnight. Take the time to plan, be deliberate in your execution and maintain your course. Good results will come in time. KEY TAKEAWAYS