Issue link: https://epubs.iltanet.org/i/7694
ILTA White Paper The Business of Law 20 its job to get information to flow from point "A" to point "B" faster. Although an improvement, the term "new business intake" became synonymous with the electronic routing of forms and not with the business strategy, risk issues and work-habit realities that must be considered and addressed at every stage. For the most part, these initiatives were driven by IT requirements, not business requirements, and the tools developed reflected that view. when iT'S TiMe To Change, you've goT To rearrange Business does not operate in a vacuum, and the steps to get from a request for a client/matter number to the issuance of one are constantly in flux as internal processes, new technologies, risk protocols and economic considerations change. ProCeSS ChangeS Every law firm has its own unique methodology for bringing in and vetting new business, but the rules are not set in stone. Evaluation criteria can change, and roles and responsibilities can shift. For example, some firms have transitioned conflicts vetting from lawyers to conflicts analysts, many of whom are non-billable lawyers tasked specifically with conflicts oversight. In doing so, conflicts analysts may need deeper drill-down capabilities, and information disseminated to involved lawyers may need to be tailored to a specific relevant hit. These changes impact information access, analysis, routing and reporting. Another common example of a process change impacting new business intake is a merger between two firms that likely utilize different technology systems and business rules. External factors such as regulatory mandates can also impact a firm's new business intake requirements and information-gathering processes. For example, a firm expanding its business practices overseas might now have to scrutinize potential business against Solicitors Regulation Authority (SRA) guidelines. TeChnoLogy ChangeS Connecting disparate internal systems via APIs and integrating external sources, such as Dunn & Bradstreet, are fairly typical processes with most new business intake systems. However, what happens when these internal systems change (e.g., a switch in time and billing systems) or when new data repositories are added to the mix (e.g., e-mail)? Also consider the real- time nature of news in today's world. Are results from external information providers, such as Lexis-Nexis, D&B and others, as current as Google Alerts, CNN's RSS feeds or corporate Twitter streams? How can, and how should, firms keep up with the information available about clients and prospects? However, the toughest technology challenge in most firms is accommodating the way that lawyers really need and want to work. While most new business intake systems have moved the approval process from the physical "inbox" to the virtual one, the reality is that lawyers are using their hand-held devices to keep business moving and to remain competitive. New business intake processes and existing systems must deal with the reality of this increasingly mobile workforce. A lawyer might need to send a request for new business from a cab in between meetings or before jumping on an 18-hour flight to India. Hundred-page-long conflicts reports can't be sent and reviewed or marked up on hand- held devices. The approval process is once again slowed, just for new reasons.