Issue link: https://epubs.iltanet.org/i/45522
AUTOMATING YOUR BUSINESS INTAKE PROCESS IS A GOOD "HOBBIT" TO PRACTICE descriptions of work for future pitches, or client relationship owners could be notified whenever proposed new matters are submitted by their clients. In many cases, these notifications are informational and not part of the critical workflow path for reviewing and opening new matters. Mobile devices can also provide an avenue for reviews, approvals and task delegation while approvers are out of the office. It is important to analyze the use case for mobile approvals. While it may make sense to review proposed fee arrangements or positive responses to risk-related questions on a mobile device, reviewing and commenting on a lengthy conflict report may not be a practical scenario. Mobile device approvals can take several forms, including Web browser access, email responses — which advance the workflow — or device-specific apps. An exciting new area is the incorporation of communications technologies into business processes. With the release of Microsoft Lync Server 2010, firms are now able to incorporate presence, instant messaging, email and voice technologies into automated processes. This opens up a number of interesting possibilities, including storing a record of instant message conversations initiated from intake requests, voice approvals and presence-based routing. You can also expect to reduce the latency inherent in the intake process when additional information and answers to questions are just an instant message away. RE-ENGINEERING: GOING A STEP FURTHER TO PROTECT THE FIRM Undoubtedly, automation in itself provides clear benefits. However, if you look solely at automating your current process without considering the re- engineering possibilities provided through automation, then you may be missing opportunities to more significantly reduce the time it takes to open matters. Re-engineering can also enable you to more comprehensively manage your risk profile and ensure consistency across the many practices and geographies that your firm covers. An automated solution provides a solid foundation to allow you to rethink your intake process. A key benefit of automation from both a risk and efficiency perspective is the ability to quickly and intelligently classify and route requests. If all requests are treated equally, it is likely that more time than necessary is spent on some requests, while others that should undergo additional scrutiny may pass by unnoticed. For example, if your firm opens a high volume of substantively similar matters for a given client, you could fast-track future requests of that type through the process. By skipping some practice, financial or risk review steps, those matters can be opened more quickly, creating fewer burdens on approvers and without incurring added risk. Alternatively, matters that meet an elevated risk profile, such as an existing client who has significant outstanding accounts receivable or a new client operating in China, may be required to go through additional scrutiny beyond that of more typical requests. In cases like these, a re-engineered process can prevent beginning the tedious work of identifying potential conflicts of interest until these "showstopper" characteristics are reviewed and the matter is given approval to proceed. www.iltanet.org Risky Business 31