publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/550988
ILTA WHITE PAPER: JULY 2015 WWW.ILTANET.ORG 10 don't stop with the C-suite. Look for champions and sponsors throughout the organization. Anyone can play a significant role in promoting KM. Make sure you have their support. But, if you cannot secure senior leadership support at the outset, you will need to adopt a "bottom-up" approach, where you build support with the successful completion of each KM project. Structure. The structure of your firm should also drive your approach. Examine both the organizational and department structures. At the organizational level, is the structure primarily top- down? If so, mandating participation in KM will be an option. However, if the structure is less hierarchical, a grass-roots approach might work best. In terms of departments, are lawyers structured into formal units for business and professional development, or do fluid groups of lawyers informally congregate based on shared practice or expertise? Regular departmental meetings, combined with strong practice chairs who expect accountability on KM projects, can significantly affect a department's commitment to KM. Technology and Resources. Although technology is but one component of KM, KM draws heavily on technology. It is critical to know what technology resources will be available to support KM and how people are actually using those resources. For example, does the organization have a document management system, and do people use it to its full potential? You will also need to understand your organization's technology road map. Is the IT group planning to roll out any new technology in the short- or long-term that might be particularly useful for KM? Conversely, are IT's upcoming projects likely to take priority over KM technology-based initiatives, curtailing or delaying your ability to deliver? If IT has planned a major upgrade of core systems in the near future, you will need to think twice about proposing any technology-dependent projects. Also consider whether you can tap into other resources within the organization, such as professional development, library services or administrative staff. And, do not forget about the practicing lawyers. Will you have access and be able to enlist substantial time from them on KM projects? If you are refreshing an existing KM program, consider what roles KM professionals perform and what skills they can bring to the table. TOP FIVE Pitfalls To Avoid When Cooking Up KM A RECIPE FOR SUCCESS: COOKING UP KM FROM SCRATCH 1 2 3 4 5 Failing to align the KM strategy with the organization's business goals Forgetting to engage with lawyers to ensure KM systems and processes address their day-to-day needs Getting mired in basic administrative tasks or projects that help only a few lawyers, rather than embedding improved processes and systems in the business Falling prey to the notion that technology can provide an easy fix for KM Trying to do too many KM projects at once instead of targeting a few highly beneficial projects