Issue link: https://epubs.iltanet.org/i/68817
www.iltanet.org else can we measure? How do we measure it? How do we identify key productivity indicators (KPIs) to track and measure over time? How do these KPIs relate to the finances of the enterprise? This issue is even more pronounced when looking at the KM team itself (just as law firm KM has trouble producing useful metrics). We might be able to show that a certain SharePoint portal site is valuable to group members by number of clicks, but how do we show that it is a productivity tool? For many tasks and technologies, we have been able to show both value and real, identifiable cost savings. We continue to develop new measurements, such as how business process improvement leads to greater knowledge acquisition. How Law Firms Can Help: Your client law departments are being asked to justify their spending, their output, their value. Work with these clients to identify KPIs that will mean something in the larger context of the business. Then, identify areas of low- hanging fruit that can be easily improved. Examples might include the value of preventive law and risk management, as well as a close analysis of all litigation matters to determine which enterprise areas are at greatest risk and might require more sustained improvement. KM Productivity for Everyone Legal departments can benefit enormously from basic KM initiatives, but not every enterprise will be able to hire KM lawyers or specialists. If your clients are struggling with process, knowledge-capture and administrative issues, ask your KM team to step in and provide both theory and hands-on help. This will enhance clients' management of legal issues, allowing them to demonstrate to the executive that they — and their partner firms — are increasing productivity. 46 ILTA White Paper