A Survival Guide for Legal Practice Managers

A Survival Guide for Legal Practice Managers

Creativity is the key to adapting and innovating in the changing legal landscape

Tuesday, September 19, 2017

By John Ahern, CEO, InfoTrack

There’s no denying the increase in the push for technology adoption in the workplace (and outside of it) since the turn of the century. Almost two decades in and this push has evolved into a necessity, leaving late adopters at risk of falling behind. According to not-for-profit organisation P21, the key skills of the 21st-century are communication, collaboration, critical thinking and creativity – the 4 C’s. In anticipation of this year’s ALPMA summit, ‘Sailing the 4 C’s’, ALPMA and InfoTrack surveyed over 100 firms in Australia and New Zealand to gain insight into how well Australasian law firms were embracing the key 21st century skills of communication, collaboration, critical thinking and creativity.

According to the research results, lawyers and law firm leaders are better at critical thinking than they are communicating and collaborating, while most are ineffective when it came to finding creative solutions. These results are not surprising, but they indicate that the legal industry as a whole still needs to modernise its mindset.

Creativity is not ‘arts and crafts’; it’s the starting point for innovation and the key to not just surviving but thriving in the new legal landscape. You should be thinking creatively when it comes to the other C’s as well – how can you differentiate yourself when it comes to communication, collaboration and critical thinking? What new things can you bring to your firm as a business to provide a better service to your clients?

The survey results indicate firms are all at different stages of the journey and looking for ways to improve these skills. As an innovative technology company, we live and breathe the 4 C’s and understand how each component impacts your success. Bearing this in mind, I’d like to share with you some tips on how you can further embrace the 4 C’s in your legal practice.

Communication

How do you open communication while maintaining focus and minimising noise?

  • Create an inclusive culture where staff feel safe sharing ideas. When you make an effort to understand your staff, their working style and what motivates them, you create an environment for open communication. At InfoTrack we’ve conducted employee profiling workshops which have helped our employees not only better understand their own working style, but how they can enhance communication with their colleagues.
  • Create clear outlines for afterhours communications to minimise noise. Ensure your employees know when and why to use certain channels. I’ve worked with many firms who have policies around what certain communications mean at certain times. For example, if you send an email afterhours, know that it won’t be read until the next day. If you text afterhours, know that you’re interrupting someone. If you call afterhours, know it will be treated as an emergency. Set these boundaries to avoid entering a never-ending loop that can cause burnout.
  • Set aside specific time for staff to talk to partners. This is a common strategy I’ve come across that is a great way to encourage more efficient and effective communications. I’ve known some principals who set aside specific hours each week to open the floor to questions from anyone, either via conference call, open door policy or simply being available on their phone during their commute to or from work.

Collaboration

As we become more digitally dispersed around the world, the need for effective collaboration increases. Clients are used to doing almost everything online and that includes legal services now. The younger generation of employees at your firm expects collaborative software and online tools.

How do you maximise collaboration in the digital age?

  • Use platforms that enable you to provide your clients with transparent and mobile service. Many firms are beginning to use portals which enable clients to view all documents and searches related to their matter online.
  • Move processes online to allow for document sharing and better integration across your firm. A lot of firms are beginning to implement Office 365 and other platforms that enable online collaboration across teams.

Critical Thinking

As lawyers, you are pros at critical thinking when it comes to legal projects, but you often forget to use that same critical eye when it comes to business decisions.

How can you implement critical thinking from a business perspective?

  • View technology as an enabler and figure out how you can make it work for you. I’ve been travelling across Australia to educate the market on e-Conveyancing and it’s a classic example of scalable technology that firms of any size can adopt. There’s a way for every single firm to make it work for them, it’s just about giving it a try and working with suppliers to find the solutions that fits your firm.
  • Approach new opportunities with solutions not problems. I’ve been in a number of boardrooms with major law firms while they’re deciding if they should invest in new technology. Firms generally fall in one of two camps; they come to the table with 100 reasons why not to implement it, or they come in determined to find a way to take advantage of a new tool and differentiate their business.

Creativity

Of the four key 21st century skills, creativity was the least strongly-valued skill. Effectively adopting creativity in your law firm gives you a competitive advantage in the overcrowded sea of competitors.

How can you foster creativity in your firm?

  • Turn everyone into a thought leader, don’t just rely on partners to lead the way. Empower your employees to suggest process changes, to research new tools, to get their voices out there and to always be looking for ways to improve the business.
  • Differentiate your firm and develop new ways to drive more business. I’ve seen firms who’ve implemented iPads at reception that can show clients their matter and a list of all related documents. Others have created bespoke client portals and others are digitising processes to provide a more modern experience for their clients. When you can provide clients with a quality, modern, streamlined experience, they’ll recommend you to their friends.

In an industry that’s constantly being disrupted, the 4C’s are pivotal to your success because they underpin innovation and allow you to be adapt to the changing market. The survey revealed that many firms are focusing all their efforts internally and failing to rely on partners and suppliers in this journey; remember that you’re not it in alone. Lean on your suppliers and demand more from them. Invest in vendors who are investing in their technology and providing you with new solutions that are innovative, flexible and make your life easier. The right vendors will help you develop the 4C’s.

When you’re looking at new suppliers, thinking about new projects or implementing new processes, make sure you ask yourself:

Is this going to help me differentiate my business?

Is this going to enhance the way I interact with my clients?

Is this going to enable me to innovate?

Is this going to help me problem-solve more effectively?

Editor's Note

research front coverThe ALPMA/InfoTrack 21st Century Thinking at Australasian Law Firms research measures how well Australasian law firms are embracing the key 21st century learning skills of creativity, critical-thinking, communication and collaboration, as defined by the influential P21 organisation. You can download your copy of the results here


About our Guest Blogger

John AhernJohn Ahern is CEO of InfoTrack, proud principal partner of the 2017 ALPMA Summit.

John joined InfoTrack in 2015 as the Chief Technology Officer taking charge for establishing the company’s technical vision and leading on all aspects of InfoTrack’s technology development. John was appointed to the role of Chief Executive Officer in May of 2015 where he is now responsible for maintaining the extensive growth of InfoTrack in the Australian market.

John has over 20 years' experience in the Information Sector, having worked in a number of engineering, sales and executive positions. With a strong technical background, he has vast experience in designing and developing products and has delivered platforms from inception to production.

Who's got time for time management?

Tuesday, September 05, 2017

By Dermot Crowley, Productivity Author 

I ran a Lunch ‘n Learn presentation recently for a leading investment firm. The topic was essentially how to manage your time more effectively using technology. Twenty people turned up (out of hundreds in that particular office). Most of the attendees were junior staff and EAs. The joke around the room was that the people who really needed this were too busy to come. If I had a dollar for every time I have heard that one over the years. Many feel like they can’t afford to take the time to get organised. I believe we can’t afford not to.

In today’s busy workplace, driven by email and meetings, our time is the most precious resource we have at our disposal. While you might pride yourself on your organisational abilities, the truth for many executives, partners, managers and workers is that the workplace has changed, and how we need to organise ourselves has also changed. What might have worked a few years ago no longer makes the cut. So if you are not keeping your productivity skills and tools up to date, you will get left behind. Here are some of the productivity issues that may be killing your productivity.

Email overload

One of the biggest productivity issues of our age is email overload. We receive way too many emails every day, and often have a sizeable backlog in our Inbox. This causes stress and a reactive workstyle. Merlin Mann, the person who coined the phrase ‘Inbox Zero’ suggests that it is not really about how many emails are in your Inbox, it is about how much of your brain is captured by your Inbox. Getting on top of email is the first step to getting your head out of your Inbox and into more important and valuable work. Don’t use your Inbox as your filing system, and stop using it as an ineffective action list.

Calendar imbalance

Most of us have moved from paper diaries to an electronic calendar to manage our time. The challenge that this brings is that others now have visibility over your schedule, and will happily fill any free space with more meetings. Many executives I work with complain that they are in meetings from 9.00am to 5.00pm, and then have to catch up with the rest of their work from 5.00pm to 9.00pm. If we don’t protect time in our schedule for priorities outside of meetings, there is a risk that our time will get spent by other people. What would the ideal % split between meetings and other work be for you? What is the reality? What do you need to change?

Task fragmentation

As mentioned, you probably use an electronic calendar for all of your meetings. Yet you also probably use a range of systems and tools to remember what you need to do outside of meetings. Your Inbox, your head, a task list, post-it notes. Are your task management and prioritisation processes up to scratch? Or are you just getting by, lurching from one urgent issue to another? Taking some time out to get your priorities organised is a great use of your time. I recommend using the task system alongside your calendar in a tool like MS Outlook or Gmail.

Digital ignorance

No excuses here. You have the technology at your fingertips, but have you learned to leverage it? Do you really know how to get the most out of cutting edge tools like MS Outlook, OneNote or your smart phone? These tools were built to get your organised in the modern workplace, yet most barely scratch the surface when using this technology. Do yourself a favour, and get some training and you will unlock hours in your week.

Editor's Note

Want to learn how to use technology in a smarter way?  Dermot is presenting a Pre-Summit Workshop, "Personal Productivity in the 21st Century Workplace" on Wednesday 13 September at the Brisbane Convention and Exhibition Centre. This highly practical and inspiring session will help participants to create a productivity system that will boost their productivity and leverage their technology. You do not have to be attending ALPMA Summit 2017 to attend this workshop. The workshop costs $395 for ALPMA members or $495 for eligible non-members. Places for these workshops are strictly limited so register now! We would also like to welcome our Pre ALPMA Summit Workshop Partner Law In Order.

About our Guest Blogger

Dermot CrowleyDermot Crowley is a productivity thought leader, author, speaker and trainer. Dermot works with leaders, executives and professionals in many of Australia’s leading organisations, helping to boost the productivity of their people and teams. He is the author of Smart Work, published by Wiley.







Effective communication, the key differentiator in a competitive marketplace

Tuesday, August 29, 2017

By Rebecca Nunan, Marketing Communications Specialist, LEAP Legal Software


Client communication is one business area which can highlight your practice’s reputation and presence in the legal industry. Both internal and external communication processes factor into how businesses and law firms can successfully share ideas and information, and in doing so can leverage the efficiency of the entire business. 

Client communication rates as the second highest cause of complaints received by the Office of the Legal Services Commissioner for 2015-2016. According to the OLCS, consumer matters complaints have increased by 7 per cent, with family law now making up 17.8 per cent of all complaints lodged. Conveyancing and corporate matters are ranked in the top six areas of law to receive complaints. Document handling is a common grievance for clients and, not surprisingly, the solicitor is the highest ranked practitioner named in the inquiry line. 

With complaints and client misunderstandings rising, it is not surprising that Lawcover’s annual review notes an increase in the number of insured law practices and solicitors and an increase in reported circumstances. Conveyancing matters attributed to the highest number of claim notifications for 2015.

With this in mind, let’s break apart the communication matrix!

Technology


Technology is an integral part of business operations across all law firms regardless of size or area of expertise. Today’s working offices are adapting and scaling up their technology to reflect the changes in the industry, and the demands of changing governmental processes and legislation. It can be hard to keep up while providing an efficient service to your clients – taking into consideration ongoing operational costs. According to PwC’s 2017 Global Digital IQ® Survey, “the human experience is a critical dimension of Digital IQ; to be successful in the digital economy, organisations must create agile, collaborative cultures that…focus adequately on customer and employee experiences”. The results highlight the desire for Australian businesses to improve customer service.

Information sharing is one segment of communication which is crucial to efficient matter management, and unfortunately this area is often the largest contributor to client dissatisfaction. Some causes for failing in clear communication processes are:

  • Large volumes of documentation which is delivered and retrieved from information systems and clients and not organised efficiently
  • Duplicate records for clients or matters which result in errors
  • Inefficient document sharing via email where documents are not secure, not attached, are excessively large, or get delivered to spam folders
  • Previous versions of documents are inadvertently shared.

The result is clients who continually call you to clarify next steps, and how you intend to assist in the process. Before we consider how to improve this situation, let’s delve into the everyday working of a matter.

Process-driven communication


Streamlined processes with supporting IT systems make all the difference to the efficiency of client work. Paperless or paper-light offices are becoming the norm for many law firms and some government departments, and sharing this concept with your clients is an important part of the step.

The first step a lawyer may take is to open an initiation template and draft the accompanying email, and then what follows is a streamlined cadence of emails, documents, telephone calls and invoices.

Online services and automation are revolutionising the way in which law firms operate; from matter management through to customer service surveys and protocols. The amount of data generated by lawyers is growing; consider all the completed forms, file notes, precedents, court rulings, emails and documents.

With the volume of data being collected increasing, failing to engage in process-driven communication can result in costly errors, such as incorrect documents stored, shared or emailed to the client.

Even for law firms who have established systems in place, there can be disharmony in the business when client communication break downs.

Communication and technology in harmony


Law firms can build trust with their clients by partnering with them to provide a superior service in addition to providing legal knowledge and advice. Providing superior service encapsulates a 360-degree viewpoint of client care; from legal knowledge, consultation, obtaining client data, priorities of the matter, exceptions, schedules, filing, outcomes and billing. These access points are crucial to providing superior client service - with technology spaning across these points, lawyers can be in control and be more active in processing a matter, not just responding to roadblocks.

Effective communication and competitive edge in one practice management platform


A centralised system that hosts your matter details and information in one, single location, with precedent automation and the ability to seamlessly save correspondence, is essential. The system should update matter cards immediately and the two-way sharing of data should be accessible from mobile devices. This will in turn enable you and your fee earners to respond to client queries expediently in real time.

In a competitive market where law firms now actively seek out clients, it is essential to be recognised as a leading firm that adopts cutting edge technology. Firms who differentiate by providing exceptional client service through effective communication will benefit from long-standing business relationships and increased profitability.


Editor's Note

2017 ALPMA SummitLEAP Legal Software are proud to be the Digital Partner for the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Convention and Exhibition Centre. This year’s Summit focuses on developing the key 21st century skills of collaboration, communication, critical-thinking and creativity at law firms. Join more than 300 law firm leaders and managers for an action-packed three days of professional development, networking and fun. Register now!

About our Guest Blogger


Rebecca NunanRebecca Nunan is a marketing communications specialist at LEAP Legal Software in Sydney.

Rebecca is a marketing executive with more than seven years’ experience working in the legal industry. Her experience working for local and international law firms has provided insights into best practices for running a successful firm – with a competitive approach to delivering exceptional client service. 






The importance of being curious!

Tuesday, August 22, 2017

By Matthew Hollings, Senior Business Development Manager, Law In Order


For all the hype around increased technology adoption within the legal industry, it is still incredibly common to find the more traditionalist approaches still being applied to even the simplest of legal functions. Review of email data, or .pst files, being one of the more typical examples we see at Law In Order.

However, I always look to remind myself that going back a few years, to my time as a practising lawyer, I too was none the wiser as to the alternative ways I could potentially approach and undertake some of the legal tasks I carried out day to day, such as the review of emails. The standard (manual) approach; of printing, ordering, reviewing, flagging, indexing and then producing a volume(s) of relevant documents, was the one that, despite its inefficiencies, was still widely considered as effective, and certainly the agreed approach. And because that approach didn’t make the task practicably impossible, there was no incentive to change.

But there is one thing that my time in the legal technology industry has taught me and that is to question everything, preferably well before the platform burns below you. We are currently in a golden age of technology, and one which is having significant impact on the legal industry. Those who begin to be, and remain curious are those who will stand to benefit from the adoption of technology, and ultimately stay ahead of the game.

I certainly regret not questioning more as a lawyer; had I maintained the same curious outlook I had as a student, I may have discovered that our approach to things like email review, could have been completely transformed, automated and accelerated.

Having had many conversations with lawyers and legal professionals, at varying levels, and from various areas of practice, I know that remaining curious is sometimes difficult to do given all the other pressures you face on a daily basis. However, at Law In Order, we see first-hand how those that are committed to gaining a better understanding of available technology tend to be seeing tremendous benefits in their day to day work. Those benefits can stem from something as simple as the email review acceleration, through to more advanced solutions such as process automation and machine learning.

So as a lawyer, or someone working within or related to law (whether that be in private practice, in-house or government), make it your responsibility to drive technology exploration and adoption in your day to day work, in your practice group and in your firm – stay curious!

Editor's Note

Law in Order are the proud Pre-Summit Workshop Partner for "Personal Productivity in the 21st Century Workplace" by Dermot Crowley on Wednesday 13 September at Brisbane Convention and Exhibition Centre. This highly practical and inspiring session will help participants to create a productivity system that will boost their productivity and leverage their technology. You do not have to be attending ALPMA Summit 2017 to attend this workshop. The workshop costs $395 for ALPMA members or $495 for eligible non-members. Places for these workshops are strictly limited so register now! 

About our Guest Blogger


Matthew HollingsMatthew Hollings is a Senior Business Development Manager at Law In Order. Law In Order is an international legal solutions provider who specialize in legal document production, managed discovery services and eCourt/eTrial technology.
Matt joined Law In Order following his experience as a lawyer in the litigation team of a national law firm and one of Australia’s leading financial institutions. At Law In Order, Matt is tasked with driving change within the legal teams of private practice firms, government agencies and corporates. By using his prior experience as a lawyer he aims to educate the modern legal professional about alternative technological workflows available to them that look to solve the daily challenges posed by an increasingly complex legal landscape.



Innovate – learning to fail fast is the key to leveraging disruption in the legal profession

Tuesday, August 15, 2017

By Neil Shewan, Managing Director, Adelphi Digital


As a lawyer, you must get things right – the first time. Fail, and your career can be on the line. De-programming this thinking is critical for modern legal firms to navigate the disruption that is happening in service delivery. Legal firms are being challenged by changing business models, expectations of the millennial legal workforce, changing client service buying habits, and new technologies like block-chain and machine learning.

Innovation is about failing again and again (quickly) until you find a way to make it work. At most legal firms’ failure doesn’t go down very well. Failure is met with poor performance reviews, frowns, grumbles, and sometimes even job loss. Yet this is what we know from many scientific studies that have looked at how to create a culture for innovation: Encouraging risk taking (and therefore being comfortable with failure) is one of the top five most important cultural factors that needs to be present if you want to be a highly innovative organisation.

When I ran a workshop recently with a successful Melbourne legal firm it was critical to remove the fear of failure before their innovation team could hope to start experimenting with change, and learning from the outcomes.

At the workshop I was asked by one of the senior managers how “accountability” fits with the need to take risks. I am not a huge fan of the word accountability as it has negative connotations. I prefer the word “responsibility” - much more empowering. And from an innovation perspective, it is far more responsible to fail quickly and cheaply than to waste hundreds and thousands of dollars and months writing business cases that stack up on paper (have you ever seen one that doesn't?) but go on to produce a mammoth failure.

So, how do you put in place the foundations for innovation?

1. Accept that failure is mandatory if you want to be serious about innovation. No successful innovation in this world got there without having a bunch of failures along the road to success. I suggest you start with the Lean Start-up Methodology. The method is to create quick and low cost prototypes of your ideas that you can quickly learn from. If they fail, you adjust course and roll the learnings into the next iteration of the idea.

2. Get client/user input early. Once you have a prototype for an idea, bring in your clients and talk them through it. Get feedback on what works and what can be improved. Learn from it. Don’t feel like you need a fully featured “thing” at the outset. The first version of your next service/product/process should be just enough to get the idea across (we call it a “Minimal Viable Product” – MVP). The MVP should be low cost to produce, so that you can start over if you need to change direction.

3. Be ready to clear the way for your innovation team. The innovation team in your practice is likely to face a lot of roadblocks from the broader organisation. There will be resistance to change, people feeling threatened about their jobs and those happy to give you 99 reasons why it will fail or to tell you “we have done that before and it didn’t work”. Often businesses create a “skunk-works” where their team has space to experiment and learn, sheltered from legacy thinking within the business.

Editor's Note


Want to know more about how to develop a culture of innovation in your legal practice? Neil is presenting a Pre-Summit Workshop, "Building an Innovation Framework in Law Firms" on Wednesday 13 September at the Brisbane Convention and Exhibition Centre. This highly interactive workshop will help you explore and develop the skills you need to lead innovation in your practice. You do not have to be attending ALPMA Summit 2017 to attend this workshop. The workshop costs $395 for ALPMA members or $495 for eligible non-members. Places for these workshops are strictly limited so register now!  We would also like to welcome our Pre ALPMA Summit Workshop Partner GlobalX.


About our Guest Blogger


Neil ShewanNeil Shewan is the Managing Director of Adelphi Digital’s Melbourne office. Adelphi has won over 80 industry awards in the area of digital business consultancy. Neil is head of user experience globally, working with a broad range of clients to innovate their business. Neil’s twenty years of background in customer and user experience, along with service design thinking – allows him to bring design, technology and business strategy together to create future ready businesses. Current and past clients include Sladen Legal, Victorian Government (Including the Victorian Department of Justice and Regulation), BHP Billiton, General Motors Holden and the Melbourne Cricket Ground. Neil works closely with businesses to identify and implement innovations that will not only help them survive the change around them – but more importantly provide true competitive advantage so they can thrive.




Sailing the 4C's to Innovation: Communication, collaboration, critical thinking & creativity

Tuesday, July 25, 2017

Cost Cover advert

By John Ahern, CEO, InfoTrack

As principal partner of the 2017 ALPMA Summit, InfoTrack is proud to be supporting firms to drive innovation in the transforming legal landscape. This year, we’re working with ALPMA to gather insights from the industry on how firms are applying the four key 21st century learning skills: communication, collaboration, creativity and critical thinking. If you haven’t had a chance to complete our survey yet, please participate now.

As a technology company, innovation is central to our culture and processes so we're always thinking of how we can use the 4C's to adapt and evolve. Here are some of the things we focus on that can easily translate to your firm.

Communication


1. Be transparent about your firm’s strategy

When you’re clear about short and long term goals it promotes strategic alignment across your firm. Whether you work with yearly, quarterly or monthly strategies, make sure to start each new cycle with a meeting where you lay your strategy out for everyone in the firm and give the opportunity for discussion and questions. Working towards a common vision creates a cohesive and determined team. Track progress of your goals on any online collaboration platforms or even on your office wall to remind everyone of what you’re working toward.

2. Learn how to adapt your communication style

Take the time to understand your colleagues and how to best communicate with them. Different working styles respond better to different types of communication. Often, the younger generation prefers constant updates and feedback because they’ve grown up with instant messaging and social media. Some people work better with detailed instructions whereas others just want to know the end-goal. Being aware of your colleagues’ communication styles and how they work best creates better working relationships and increase productivity.

Collaboration


1. Promote knowledge sharing

Don’t let people hold back knowledge out of fear of succession-planning themselves out of a job. Make sure your employees understand that the more they help each other, the further they’ll get as a team and individuals. The more you share, the more you learn; especially in a digital world where change is constant.

2. Encourage mentorship

This goes both ways; senior staff can help the younger generation by providing guidance and imparting knowledge. Junior staff can help introduce new ideas and new technology to the firm. Take advantage of the diversity that different mindsets and backgrounds bring to your firm by encouraging reciprocal mentoring.

Creativity


1. Set aside specific time for brainstorming

In today’s society, we’re all time-poor and that goes even further in the legal industry. You’ll never have time for blue-sky thinking if you don’t make a conscious effort to block it out in your calendar. It’s easy to get caught up in the daily grind and your never-ending to do lists, but you’ll never evolve if you’re stuck with your head in the books 24/7. Today’s market is more competitive than ever and you need to adapt in order to keep a competitive edge.

2. Have a dedicated innovation budget

Everyone says they’re working on innovation, but there’s rarely follow through to show for it. Have an actual plan around innovation and invest in it – whether that’s an innovation team, quarterly innovation days, training or something else – make sure it’s part of your strategy.

Critical thinking


1. Use time-saving technology

There are a lot of technologies available to you now that cut down on the time you need to spend on administrative tasks and sifting through data. Take advantage of these so that you have more time to work on critical analysis and profit-generating activities.

2. Be open to new ways of working

Recognise that disruption is now a constant in the legal industry; new technology, new business models and a new generation are constantly shifting the way things are done. Learning to embrace some of that change and take it on in a way that works for your firm is critical to continued success. You don’t have to change everything all at once, but take time to consider which new concepts and processes will benefit your firm most and trial them out.

The above advice applies to all businesses – no matter your firm size or area of law - these are simple initiatives you can put in place today to drive innovation and build upon the 4C’s.

We look forward to seeing you at the 2017 ALPLMA Summit in Brisbane.


Editor's Note

The ALPMA/InfoTrack 2017 Research: 21st Thinking at Australasian Law Firms is available for participation by Australasian law firms until Friday 28 July.  Complete the survey by Friday 28 July to go into the draw to win a delegate pass to the 2017 ALPMA Summit, from 13 - 15 September at the Brisbane Convention and Exhibition Centre. Please note, you must be eligible to join ALPMA to win the pass and the prize does not include travel or accommodation.

The results will be presented at the 2017 ALPMA Summit.  Participants who complete the survey will receive a complimentary copy of the research report, which sheds light on collaboration, communication, critical-thinking and creativity at law firms.

About our Guest Blogger


John AhernJohn Ahern is CEO of InfoTrack, proud principal partner of the 2017 ALPMA Summit.

John joined InfoTrack in 2015 as the Chief Technology Officer taking charge for establishing the company’s technical vision and leading on all aspects of InfoTrack’s technology development. John was appointed to the role of Chief Executive Officer in May of 2015 where he is now responsible for maintaining the extensive growth of InfoTrack in the Australian market.

John has over 20 years' experience in the Information Sector, having worked in a number of engineering, sales and executive positions. With a strong technical background, he has vast experience in designing and developing products and has delivered platforms from inception to production.

Legal Industry Innovation under the Microscope

Tuesday, July 04, 2017

Costs Cover advert

By Marc Totaro, National Manager Professional Services, Business and Private Banking, Commonwealth Bank of Australia

For some, the word innovation has become synonymous with some of the most cutting-edge changes within the legal industry, and a disruptive force in legal circles. For others, the prolific references to innovation have firmed its place as another corporate buzzword.

In today’s rapidly changing legal services market, we think that innovation is an important part of adapting to ongoing change. But to understand its place within business, we first sought to offer a definition that would unearth the common traits of successful innovation in the legal sector and quantify its value to individual firms.

So what does innovation mean for your business, how innovative is the professional services sector, and how can you put it into practice within your organisation?

In our latest research into the state of innovation within the industry, CommBank spoke to firms in the legal sector to understand the state of innovation and how well legal firms were performing.

To first define innovation, we looked to the Oslo Manual – an international set of guidelines used by the OECD and local government bodies such as the Australian Bureau of Statistics to collect and interpret innovation data.

Therein, innovation is defined “as a new or significant improvement in one of the following four key areas – organisation, product, process and marketing”.

This definition is important when compared to what innovation means to professional services businesses, with almost half telling us they equate innovation with improvement or new processes, ideas or products.

While this indicates that many firms have a high level understanding of the tenants of innovation, we also found that many are yet to enter the realm of genuine innovation when assessed against the international standard.

Innovation ‘Active’

Our research shows healthy levels of innovation amongst professional services firms, with 44% of businesses in the sector qualifying as ‘innovation active.’ This proportion was in line with the national average for businesses across all industries. The top performing industry was manufacturing, with 61% qualifying as ‘innovation active’.

While 44% of professional services firms were genuinely innovative, a further 33% of firms claimed to be innovating but were found to be simply putting in place improvements – a strong foundation to move into the realm of innovation, but nevertheless falling short.

The remaining 23% of firms were either not innovating or had abandoned their innovation plans.

When looking more closely at the four key areas of innovation - organisation, product, process and marketing – we found that firms were more likely to have implemented organisation-based innovation, and less likely to be innovating within their marketing activities.

Business size also appears to factor into firm’s innovation activities with small and medium sized businesses with turnover up to $20 million more likely to innovate than those with greater annual earnings.

3 Key Characteristics of Successful Innovators

Our investigation of the attitudes, behaviours and characteristics of successful innovators shows that there are three breakthrough factors that typically distinguish innovation active businesses from their peers that are only improving:

1. Encouraging employees to ask questions that challenge the conventional approach

2. Adapting products and services to make the most of opportunities, and

3. Running experiments and piloting new ideas to test new ways of doing things

These three factors work to kickstart innovation and generate the initial successes that drive businesses to pursue the benefits that moving up the innovation curve can provide.

One of the largest behavioural gaps between businesses who are innovating and those simply making improvements is their drive to adapt their products and services for a changing market. They also seek to build a culture of innovation and encouraging them to ask challenging questions.

Editor’s Note:

Though Leadership Award NominationIf your firm has successfully implemented an innovative new initiative or is doing something different in response to the changing legal landscape, then enter this project in the 2017 ALPMA/LexisNexis Thought Leadership Awards. Nominations are open until 21 July, and winners will be announced at the 2017 ALPMA Summit gala dinner on Thursday 14 September at the Brisbane Convention and Exhibition Centre. 



About our Guest Blogger

Marc TotaroMarc Totaro is the National Manager Professional Services, Business and Private Banking Commonwealth Bank of Australia 
Marc has over 25 years of experience in professional and financial services in Australia and the UK. He has overall responsibility for Commonwealth Bank’s professional services industry strategy and client experience. Marc has extensive relationship management experience across a broad range of industries.

If you would like to discuss the latest trends impacting the legal industry and your business, feel free to contact me on 0477 739 315 or email marc.totaro@cba.com.au, alternatively you can read our Legal Market Pulse for the latest developments in the legal industry.

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Invest in Yourself

Tuesday, May 30, 2017

By Stephanie Beard, Human Resource Manager, Harwood Andrews


"What can you do to ensure that you are ahead of the game and you can play above the line?"

Don’t wait for someone else to provide you with opportunities for your professional development, take responsibility for your own career path. Here’s how:

Never stop learning

One thing that we can take control of is how much we want to continue to learn.

It is a competitive world we live in, and committing to professional development can set you apart from your competitor. It can be your point of difference.

It also builds confidence and self-belief. Look for things that are going to give you a broad perspective. Read as much as you can. Social media also provides a fantastic platform to follow thought leaders.

Take control of your career path

The first step is simply to write it down! You need to answer the following questions:

  • Where you are now?
  • Where you want to get to?
  • What you need to do in between?

Really identify where you want to be and how you are going to get there… then fill in the gaps.


But before you do this, you must identify your strengths and the areas where you need further development. Ask yourself the following questions and be honest with your assessment.


Some questions might be -

  • How do I rate my ability to do the job? Where are the gaps? What do I need to focus on?
  • Can I build relationships easily, am I liked and respected?
  • Do people want to follow me? If not, why not?
  • What do I need to do to improve my leadership and interpersonal skills?
  • How do I rate my personal drive?
  • How much time am I prepared to commit to this?


Back this self-review up by seeking out some feedback from other people that you trust, both internally and externally - mentors, HR Managers, Principals and supervisors can all offer valuable insights to help you progress your career.


Review and Adjust

Review your progress and, if necessary, adjust your goals. Start undertaking professional development targeted at addressing your weaknesses and supporting your desired career path. This does not have to be overwhelming - you can start with small goals. Remember that professional development doesn’t take away time, it adds value. It is an investment in yourself and your future – you deserve it!


Professional development comes in many forms

Professional development is not just about advancing your technical skills in what you are doing; it is a whole range of things. Don’t forget to look at your less tangible skills. While it is important to continue to develop and enhance your technical skills, don't neglect building stronger interpersonal skills, emotional intelligence, communication and negotiation skills. The importance of these softer skills in moving your career forward cannot be under estimated.

Have the courage to put yourself outside of your comfort zone; this is when you will grow both personally and professionally.

It can be as simple as joining a professional membership association within the industry that you are working in, learning and consulting with your peers or attending networking events. Speak to your mentor, shadow someone that you aspire to be and learn from them.  Read as much as you can - this is a must!


What have I done?

I have been a member of ALPMA for many years, which has enabled me to deepen my understanding of the legal sector - from understanding trends in the macro environment to driving change in the micro firm environment. It has also given me the opportunity to meet some wonderful like-minded people, where I have formed some great friendships and working relationships with people who I know I can trust and rely on for assistance and support.

I regularly attend conferences where I have been inspired by great speakers from all over the world. Sometimes that is just what I need to reignite my passion and to continue being the best that I can be. You can learn so much at a conference, and it provides a broader perspective. No matter what you are doing, you need to understand the business from a holistic approach. I always walk away from these events with some key take-aways which I can take back to my work place.

I have been involved in the ALPMA Summit Committee for the past three years, where I have been able to learn from my fellow committee members who work in different areas of the legal industry - which has provided a broader perspective. This has also given me the opportunity to chair a panel session and to present at national level. This was outside of my comfort zone, but I felt that real sense of achievement by doing it.

I am a certified member of AHRI, the national body for human resource management and I am involved in the Geelong Regional Committee for AHRI.

I read a lot. I follow the top fifteen thought leaders and coaches in the world on Twitter and LinkedIn. I take the opportunity to read and share articles on Twitter, LinkedIn and Facebook.

Personally, I also invested time in formal study which I paid for myself. I have undertaken two Masters Degrees, an MBA (with a major in HR) and an MBC (Masters of Business Coaching). Undertaking these studies has enabled me to form lots of networks with people outside the industry that I work in. I left school at 16 and returned to study in my early 40’s. Anyone can do it if the motivation is there. Full time work, study and managing a home life was difficult to balance, but I was determined to succeed because I wanted to!

Share your knowledge

Don’t forget to share your knowledge when you do get the opportunity to attend a seminar or a conference, or you have read an inspiring article. You can do this in many ways. Sharing articles on your intranet, writing a report to your Board after attending a conference or taking the opportunity to present at a lunch and learn session. This will help you demonstrate the firm's return on investment in your professional development, help position you as a thought-leader at the firm and encourage others to seek out new ideas.

I have done all the above and, as a result, my firm has sponsored me to attend both the ALPMA Summit and the AHRI National conferences for many years. I know that I am a better HR Manager because of attending seminars, conferences and participating on committees. It is a win/win for both myself and for the firm as I gain a better understanding of what is happening from a global point of view in the world of business and I share that knowledge.

This is the challenge:

Having read this post, ask yourself “What am I going to do to invest in my personal development?"

Take responsibility for your own career now. Don’t wait for someone else to do it for you, by then it might be too late!


About our Guest Blogger

Stephanie BeardStephanie Beard is the Human Resource Manager of Harwood Andrews where she provides both strategic and operational support to the business. Stephanie holds a Masters of Business with a major in Human Resources Management together with a Masters of Business Coaching. She is a passionate HR professional who works closely with the CEO and shareholders of the business to build a positive and supportive culture where everyone can be the best that they can be.





Want to know the one simple thing that might save your firm?

Tuesday, May 23, 2017

By Leticia Mooney, Director, Brutal Pixie



Did you mindfully design service to be a strategic element of your firm? Chances are you didn’t, or haven’t. But designing the service may well make the difference between a firm that survives the ‘lawpocalypse’, and one that doesn’t.

Nobody has the solution to the problems we believe that our businesses are facing. Marketers tell us to do one thing, technologists another, business gurus something else. We seem to be in an age when we have to be doing many things outside of core business, just in order to survive. Some lawyers believe robots will take their jobs, others that robots are the promised land.

So, where in all of this thinking, are the people you are serving?

Somewhere in the middle of all of the things we ought to be doing, we have to deliver services to people. We have to do what we promise and what we’re good at. The challenge for law is to stop looking at its own bellybutton, and start gazing deep into its customers’ eyes. Just being a firm with great lawyers won’t be good enough in the long term.

If your firm is like the vast majority of businesses in Australia, the delivery of your service has been something of a default. Working out where that default has come from can be quite tricky.

Generally, though, the style of service that we put in place in our businesses comes from one of two places:

  1.  Prior examples, in other firms or businesses in which we’ve worked, where things were done a certain way (and seemed to be the way things are done)

  2.  Prior bad examples, of the kinds of things we hated and swore we would do differently.
But beyond this point? Most of our time is spent thinking about what we want to do. We spend our time thinking about the work that we need to complete, about how busy we are, about how much more business we need.

It’s pretty rare that we focus those questions on the people who come to us. We don’t often stop to wonder what they need to do, the work that they need to complete, about how busy they are, and what your service means to them.

Enter, service design.

Service design is the bridge between strategy and customer experience. It happens when you stop and ‘rethink, reimagine, and re-create every stage and aspect of interaction between customers and your company, regardless of what is being sold and whether a transaction actually occurs’.[1]

A consistent business is not consistent by accident, but by design. It requires us to be proactive in every sense. It’s a removal of friction, from the customer end. More importantly, great service is a result of it being woven into the fabric of your business. It’s not something that is at the whim of management, intentions, or even the culture. If you don’t create it, it doesn’t exist.

Law isn’t designed to think this way. Most firms, which are ultimately run by lawyers, have never been introduced to this level of detailed corporate strategy, or this level of product design. Most business models, even in law, learned from manufacturing: Where ‘metrics are based on the quantity and quality of finished goods’[2] rather than the value of your interaction with customers.

That interaction is where the service happens. The quality of that interaction is the point on which the longevity of your firm rests. It’s not in the technology, the way you bill people, or even what kind of niche you target; though, your service design will consider all three. In the 21st century, what will make the difference between your firm and another one will be in how beautifully you’ve designed the service to remove friction from people’s lives.

You won’t instinctively know how to measure that value. In fact, it’s likely that even if you do have a clear corporate strategy for your firm (which many don’t), that you won’t have designed the service within it. Even the most customer-focused enterprises somehow seem to leave the client stuff out of their strategic documents; ultimately, it’s their downfall.

Customer journey maps are the plans and activities of the hour, it seems. But knowing who your customers are, where they come from, and how you capture them is literally just the surface. Delightful service design goes beyond that work and reworks the interactions at every stage, at every touchpoint, on that journey. It also considers service over a client lifetime, and not just ‘how do we bring them in’.

By going right back to the basics of great relationships, and standing in your clients’ shoes, you will be able to truly shift your practice or firm, and position it more strongly in the face of an uncertain future.

[1] The Art of Customer Delight, Strategy+Business, 1 Nov 2016. URL: https://www.strategy-business.com/article/The-Art-of-Customer-Delight?gko=e9da8. 
[2] ibid.

Editor’s Note


2017 ALPMA SummitWant to know more? Leticia is a speaker at the 2017 ALPMA Summit, held from 13 – 15 September at the Brisbane Convention and Exhibition Centre. She will be talking about using creativity, critical thinking, collaboration and communication to rethink how you relate to your clientele.

You can learn more about delightful service design, and how to start reimagining the service of your firm at her upcoming online workshop.



About our Guest Blogger

Leticia MooneyLeticia Mooney is the Director of Brutal Pixie, a company that partners with law firms to improve how they relate to people. Leticia is passionate about making communication human, and believes that it's in our humanity that we'll find our success.










4 ways collaboration will shape the legal industry in 2017

Tuesday, May 09, 2017

By John Ahern, CEO, InfoTrack


InfoTrack recently interviewed a number of industry leaders on their predictions for the legal industry in our 2017 Legal Predictions eBook. One of the common themes across the board was the important role collaboration will play in the future of the profession from technology through to continued support for mental health.


Collaboration is also one of the key learning skills that will be central to the 2017 ALMPA summit - working effectively and efficiently with others, sharing knowledge, talent and experience to achieve desired outcomes. As the disruption and digitisation of the legal industry continues, methods of collaboration will evolve to shape the profession in new ways.

Cross-blending of professions


Today's lawyers have more diverse academic and professional backgrounds than ever before. The traditional arts degree is no longer the norm, and those entering the profession are bringing varied skill sets. Firms have begun to recognise the value in other specialised backgrounds that can translate to higher levels of understanding and communication. This can help differentiate service and create stronger rapports and trust with clients who can have confidence that they're dealing with someone who has more than just legal expertise.

Whether it's construction, computer programming or biology – different backgrounds are providing the next generation of lawyers with diverse skills and knowledge that they can share with others. Educators area also recognising the need for more diverse skills, with universities beginning to collaborate with technology providers to ensure that students are on top of the latest tools and understand how to integrate them into their practice.

Online collaboration


All the surveys we’ve conducted with partners over the past year indicate that firms are investing more in technology because they recognise that it is allowing for new levels of collaboration between lawyers, other professionals and clients. The InfoTrack/IPS Legal IT survey found that 2/3 of firms are offering client collaboration platforms and 95% recognise the importance of a mobile and flexible work environment. Firms are implementing tools to allow for easier collaboration not internally but with clients as well.

The property market is a perfect example of increased online collaboration. Governments across Australia have accelerated the digital transition of the property market. New e-Conveyancing technology is allowing lawyers, conveyancers, real estate agents, buyers and sellers to collaborate online to complete the contract, signing and settlement of property with greater speed, transparency, and convenience for all parties.

Cloud computing


The move to the Cloud will accelerate in 2017. The InfoTrack/IPS survey revealed two thirds of firms already have business-approved cloud strategies in place and 97% are considering key platforms that are cloud-based or fully hosted via SaaS arrangements. Firms have greater faith in cloud security as trusted providers have proven they're experts in data sovereignty

The Cloud helps with mobility, collaboration and business continuity by allowing firms a naturally connected model that can work on any device from any locations. It allows for a system that's scalable to changing client demands and volumes.

Mental health


All of the experts in our 2017 Legal Predictions project agreed that mental health is still a serious issue in the profession. Though New Law is introducing more flexible business models, competition is fiercer than ever and the pressure is high. Law is a naturally isolating and high pressure occupation. The "sink or swim" mentality leaves practitioners prone to anxiety and depression. Though there is more awareness and support, it's still an issue that is hard for many to discuss or be open about. Mental Health Month in October is a great way to bring these issues to the forefront and have firms work together to develop strategies and programs to continue to tackle this important issues. It will take collaboration both within firms and across the profession to continue to fight the stigma that surrounds mental health and create a more open environment.

The need for collaboration will continue to grow as the legal landscape evolves and becomes more global. The ability to work with anyone, anywhere will increase opportunity for shared knowledge, experience and learning.

Editor's Note

2017 ALPMA SummitInfoTrack are the Principal Partner of the 2017 ALPMA Summit, Sailing the 4C's, being held 13-15 September in Brisbane.
Registration is now open for the 2017 ALPMA Summit, and there are great savings for those who register early! Register now!
This year's Summit will help you ensure your firm is well-positioned for success in the 21st century. Our theme, Sailing the 4C's, focuses on the critical 21st century learning skills of Collaboration, Communication, Critical Thinking and Creativity, as identified by the influential P21 organisation.




About our Guest Blogger


John AhernJohn Ahern is CEO of InfoTrack, proud principal partner of the 2017 ALPMA Summit.

John joined InfoTrack in 2015 as the Chief Technology Officer taking charge for establishing the company’s technical vision and leading on all aspects of InfoTrack’s technology development. John was appointed to the role of Chief Executive Officer in May of 2015 where he is now responsible for maintaining the extensive growth of InfoTrack in the Australian market.

John has over 20 years' experience in the Information Sector, having worked in a number of engineering, sales and executive positions. With a strong technical background, he has vast experience in designing and developing products and has delivered platforms from inception to production.


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