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.

Are you well-connected? Embracing technology and tips for choosing legal technology for your practice

Tuesday, September 12, 2017

By Karen Lee, Principal of Legal Know-How, Legal Industry Advisor, SAI Global

The future is connectivity

The dictionary definition of connectivity is the state of being connected or interconnected. “The future is moving towards connectivity” is not an understatement. Did you know, by 2026, cars will communicate with each other and share information about road and weather conditions? They will also be connected to infrastructure such as smart highways and traffic lights, so they can propose a change of plan en route based on real-time conditions.

Connectivity and technology

With this in mind, would you consider driving a well-connected car, or would you opt not too? This pretty much is a rhetorical question as it has an obvious answer.

In a recent PwC report on the future of banking in Australia, the leading multinational professional services firm identifies that changing technology is one of six powerful forces that are reshaping the banking industry. Among other things, the report said that banks need to be more deeply connected to customers.

This, indeed, is true. Australians are known for being fast adopters of new technology, and in May 2017, European fintech company TransferWise found 78 per cent of Australians did their banking online. No doubt we have all observed that some banks have revamped the manner in which they offer products as well as services on mobile devices.

“The future is connectivity” spells true not only for the banking industry, but also other industries, including the legal industry.

Connectivity and legal practice management

Is connectivity relevant to legal practice managers? The answer is a definite yes. The Law Society of New South Wales’s 2017 FLIP report noted that “legal services and the legal profession are evolving in the context of increased connectivity.” FLIP is short the Future of Law and Innovation in the Profession. The FLIP report provides recommendations to enable lawyers to adapt to changes that are taking place. It also looks over the horizon in an effort to gauge what might lie ahead. One of the FLIP report’s findings is that connectivity raises new and great opportunities and threats for lawyers.


Undeniably, lawyers who are well-connected to technology enjoy many benefits. Recently, Lawyers Weekly

has a cover story on the “rebooting” of the legal profession. It reported that law firms are incorporating advance technology such as blockchain and e-signatures into their service propositions, and the “big wins” of embracing technology include increased client retention rates, flexibility and employee satisfaction, together with the ability to offer a more effective and efficient way of doing business. As you can see, being well-connected to technology also means you are well-connected to clients and staff. It also enables access to data, information and knowledge. Importantly, as we have highlighted in an earlier ALPMA blog post, the ability to generate useful commercial information (which impacts on the ability to create new knowledge) is at the heart of a law firm’s competitive advantage. Imagine this – you can extract and analyse data which can potentially be converted into insights, then present this knowledge in a format that enables decision makers to act, and you do this better than others in the market. Isn’t this a real competitive advantage?


In terms of threats, the Lawyers Weekly article reported that technology such as robo-lawyers and artificial intelligence are seen by some as taking jobs away from lawyers and damaging the way clients are advised. One can certainly argue that technology may pose a threat to the traditional way lawyers do business, but it is fair to say that technology also is an opportunity for lawyers to do business in a new and different way.

Lawyers cannot not embrace technology

We already know that technology is relevant to the business of law, but did you know that it is also relevant to the ethics of law?

Earlier this year, Dr Eugene Clark argued that lawyers cannot ethically avoid using technology tools. Dr Clark, as Dean and Professor of Law of the Sydney City School of Law, said lawyers must take responsibility for the digital security of client and other information, they must know about encryption and the risks and benefits of cloud computing, and they must be responsible for keeping up to date with technological advances and the issues they raise in relation to the delivery of legal services.


So, you know you must embrace technology. But how do you choose legal technology for your practice? What are the key things you should consider?

Tips for choosing legal software

Some people (such as lawyers) and some organisations (such as law firms) are scared of technology, and this leads to its slow adoption. Often, after a bit of investigation, the real reason for not embracing technology is not a fear of technology, but a fear that technology would not meet their needs. Here are some check points to help you choose a technology solution that will meet your needs:

  • Does your service provider offer a range of generic solutions which you can adopt at any time? For those who feel jumping into a completely new software system seems like a daunting proposition, starting first with a more generic solution could be a quick win and a confidence booster. May be all you need or all you are prepared to invest in for now in is an easy and reliable way to access people and company information. Once you realise that conducting your searches using certain technology will reduce the time spent sourcing and analysing the information by 49%, then trying a data visualisation tool to display people and company information and addresses their associations in an interactive visual workspace will not intimidate. In fact, once you have a taste of what technology can do, it can be exciting to learn how you can further leverage technology to improve efficiency!
  • Does your service provider offer a range of specific solutions which you can tailor to suit your needs? Look out for custom solutions with software integration that offers the specific functionality you need for your practice, be it workflow automation or document management.
  • Is it easy to use? Look out for legal software solutions that do not need expensive hardware or installations. For example, something that everyone can access through their ordinary web browser is highly flexible.

Choosing the right legal technology that meets a law firm’s needs can be a minefield at times. By selecting a service provider who can help you stocktake what you currently have and guide your transition into using more and better technology, you will be off to a good start. 

Editor's Note 


SAI Global are proud to be a Gold Partner of the 2017 ALPMA Summit. To find out more about embracing technology and tips for choosing legal technology for your practice, join Richard Jones, Head of Segment and Strategic Sales, Property Corporate and Justin Cranna, National Key Account Manager at the 2017 ALPMA Summit Partner Connections sessions on Wednesday 13th September at 5pm at the Brisbane Convention and Exhibition Centre. The Partner Connection presentations are free to attend and part of the public opening of the 2017 ALPMA Summit Trade Exhibition, the largest gathering of legal vendors under one roof in the Southern Hemisphere. If you (or your colleagues) would like to attend the free open afternoon from 3.30 to 6.00pm, simply register here. You do not need to be attending Summit to come along.

About our Guest Blogger

Karen LeeKaren Lee is the founder of Legal Know-How and a legal industry advisor for SAI Global for 2.5 years. 

SAI Global Property is a division of SAI Global, which provides organisations with information services and solutions for managing risk, achieving compliance and driving business improvement and operational efficiency. SAI Global Property supports a range of Australian industries with information and data services and business process outsourcing services that enable our customers to operate their businesses more efficiently and with less operational and financial risk.

SAI Global are proud to announce our strategic partnership with Practice Evolve, a full legal and conveyancing practice management software capable of managing all areas of your practice on one platform.

As an ALPMA member, we offer a complimentary discovery session to review your current systems, understand your processes and drive efficiencies throughout your business. Register for your technology check here.






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.



Cyber Security Awareness

Tuesday, August 08, 2017

By Ray Zwiefelhofer, President, Worldox 


You do not have to look far to read or hear of a major cybersecurity breach. It is becoming part of the constant information stream we receive. Because of this, it’s easy to desensitise and see this as IT’s problem. However, we all have a hand in preventing cyber security breaches and we all need to understand what we can do to help in this effort.

In late 2015 my colleagues and I were amused with the news that the US government’s Office of Personnel Management (OPM) was hacked, and that the hackers stole records for 22 million people. We discussed this casually without too much thought and concern – just another hack. A few days later I received a call from my son, who had recently graduated college and started a job. His mother and I had been references for his background check for the job and he was calling to let us know that all of our information was compromised in this latest OPM hack! Instantly my casual observation of “another hack” became really personal, really quickly.

Like my personal experience, your firm is probably feeling more pressure as increasingly major law firms are being hacked. The FBI calls law firms ‘soft targets’ – easier to gain access to than large corporations - and they often store their clients’ valuable information.

Who is the hacker?


When we think of a hacker, we assume we are dealing with a bad guy somewhere who is intent on gaining access to our valuable information. While this is correct, it gets a bit more confusing when we talk about the accomplices in this breach. A hacker can only get into your secure network through some type of vulnerability. Contrary to popular belief, internal staff members assist in most hacks. This, of course, is mostly unintentional. 

Rather than expending countless resources on mass attacks against your network which, through proper IT practices, can be mitigated, hackers send innocuous-looking emails to your employees which are often harbouring links that install nefarious software on your network. If your organisation has poor password policies, the hacker gains entrance to your sensitive data with little fanfare, and probably will not be noticed by expensive back end monitoring software, until it’s too late.

All of us from the administrator to the end user, partner, and IT need to be actively involved in protecting the firm’s intellectual property. A user’s password written down on a sticky note taped to their monitor bypasses even the best security.

Convenience vs. Security


Even the best security products on the market can be rendered worthless if they are so complicated to use that users circumvent it – the concept of “Shadow IT.” Security measures must mitigate risk but yet also be straight-forward enough to understand that people can seamlessly include them in their workflow.


A password policy is a good example of this principle.  In the past, guidelines set by US governing bodies such as National Institute of Standards and Technology (NIST), have specified how a firm should handle passwords. It was important to follow these guidelines, as the firm’s clients often inquire how the firm handles certain policies. Clients want to have a comfort level with the firms they do business with and ensure their security practices are sufficient. 

Passwords guidelines found acceptable involved password length, complexity, and frequency changes. We all know from personal experience the hassle associated coming up with yet another password that has special characters, has not been used before, of a certain length - that has to then be changed every couple of months. This issue is near to my heart, as we have many of these rules in house because of the nature of our business. 

Very recently our IT manager explained to me that we need to shorten the timeframe of required password changes for all employees. I  nearly lost my mind as we currently change every six months with all of the complexity requirements recommended!  My answer to him was that, if we adopted this approach, many of our day to day staff would not be able to memorise their passwords and would be forced into bad practices such as writing them down, etc. 

I challenged him to find an easier way to protect us that would be just as secure. I remembered our cloud support team utilised dual factor authentication along with their passwords to provide an added layer of security for that department.  I suggested we do the same for everyone in our office including the day to day office workers. After a little research, we found a solution that was only a few dollars a month per employee and sent a code to their cell phone. This is really a better practice than complex passwords alone as, not only does a hacker need your employee’s password, but they would also need their phone and password for that. 

In summary, we minimised the need for constant and overly complex password changes with two factor authentication.

The above password issue just seems like common sense, doesn’t it? 

If you force complex frequent password changes, staff will write down their passwords somewhere and cleaning crew or others can easily access them. Although common sense says this is bad, we look at standard groups such as NIST and blindly follow along. A few months after the password interaction with my IT manager, a new guideline was published from NIST that shocked the industry:

“New NIST guidelines banish periodic password changes”


Yes you read that correct, NIST now recommends that we no longer force periodic password changes and we no longer should force complexity requirements. In the appendix in the same section of the document, the strength of “memorised secrets” is explored in a concise and accurate manner. You can read the full guidelines here

While I don’t feel better about being vindicated to my IT Manager by a national standards body, it reemphasises that we live in an ever-changing environment where you need to use practical common sense when implementing security policies and procedures.


Editor's Note

2017 ALPMA SummitRay Zwiefelhofer will be speaking about the "Data Security in the Legal Industry" at 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

Ray ZweifelhoferRay Zwiefelhofer has over twenty five years’ product solution experience within the legal technology market with expertise in AMLAW 250 and Fortune 500. He was a President, CEO and CIO at several software solutions startups and the CTO at a Fortune 500 company. Those companies include Bowne, Imagineer, Equitrac and Diebold. Prior to joining World Software, Ray was the Founder and CEO for nQueue, a global cost recovery company.
Founded in 1988, World Software Corporation® is an innovative leader in the Email and Document Management Systems (DMS) category. The company's flagship product Worldox® has an install base of over 6000 companies in 52 countries.


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.

5 Five Year Predictions

Tuesday, July 18, 2017

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By Joel Barolsky, Founder and MD of Barolsky Advisors and Senior Fellow of the University of Melbourne Law School


The two questions that every small and boutique firm needs to ask are:

1. Where is the legal market headed over the next five years; and

2. What should we do about it?

This blog post attempts to address the first question. The second will be covered during my 2017 ALPMA Summit presentation.


Before launching into my five-year predictions, it important to stress that I’m focusing on the market for legal services for individuals, families, and the smaller-end of SMEs.

Prediction #1: The market will be bigger than it is today


One of the major benefits of growth of online legal providers, is that it’s made the law far more accessible and affordable. Everyone can now access simple legal agreements, forms and advice for relatively a low cost. The experience of fast-expanding legal enterprises in the USA, like LegalZoom, Rocket Lawyer and AVVO, points to market growth coming from new clients seeking legal advice for the first time. Technology and scalable delivery models are unearthing the latent demand for legal services. I’d expect a similar trend here in Australia.

The rise in Australian property value is also likely to expand the market over the next five years. This means the stakes, complexities and risks are much higher for the majority of family law, probate/estate and property matters, as well as many commercial transactions. The role and involvement of lawyers is only likely increase when interested parties have more to gain, or lose.

Prediction #2: Strong retail brands will emerge


Over a lifetime, a typical family may need legal advice for property purchases, employment issues, insurance claims, marital disputes, estate planning and settlements. In Australia, there are no trusted ‘lawyer-agnostic’ retail legal brands offering a lifetime service relationship. By lawyer-agnostic, I mean clients buying a brand rather than an individual. To me, this is a major gap in the market that someone is likely to fill.


Slater & Gordon was on this path prior to their UK troubles. The other leading personal injury firms seem to be sticking to their knitting for the moment. The onliners, like Lawpath and LegalVision, are still relatively small and appear to be undercapitalised for a major brand assault.

This opportunity may be pursued by major service providers like the banks, insurers or super funds. It could also emerge as an adjacent strategy from leading accounting and financial planning firms.

Prediction #3: Costs will decline (for the innovators)


One of my clients, a 12-partner corporate and commercial firm, recently outsourced their entire IT function and moved almost everything to the cloud. The managing partner stated that this approach has more than halved the costs of IT and eliminated most of the headaches. They are now exploring other outsourcing solutions across their firm.

Another client has shifted one-quarter of her permanent workforce onto contract and now engages these lawyers as and when she needs them. By ‘chasing demand’ with a flexible talent pool she has shifted demand risk and lowered her costs significantly.

Stanford Law School’s TechIndex lists 716 technology companies currently developing solutions for law firms to become more efficient and effective. I predict a 5 to 10% per annum productivity gain for those firms open to innovation and willing to experiment with some of these new tools.

A simple example is the new proof-reading and document drafting application, jEugene. For a low monthly subscription fee, jEugene can potentially save hours in preparing and reviewing legal documents. As a SAAS solution, it has few entry and exit barriers and is perfect for small and boutique firms.

Prediction #4: Disputes won’t be disrupted


While technology can improve case prediction, discovery, research and other process elements of disputes, there is a very human role to play in handling the strategic and emotional nuances of legal conflicts and litigation. Not only is there a strong human element, it’s an area where lawyers have a natural advantage given the structural constraints of the judicial system and regulators. This advantage is likely to be sustained for many years to come.

Prediction #5: Invisible competition will grow


Thomson Reuters data suggests that the larger firms in Australia have reduced their overall headcount by around 7% over the past three years. Many of those leaving have continued to practice as freelancers.

At the other end of the career spectrum, this year, Australia’s 39 law schools will produce over 7,500 law graduates. A significant proportion of these graduates will enter the legal market in some form as freelancers or contingent workers.

The growth of the legal freelancer is the greatest threat to small and boutique firms. These freelancers operate with low overheads and maximum flexibility. They use the same powerful personal branding and social networking tools as everyone else. They can also access sophisticated practice management, legal research and CPD services for minimal cost online. The advantages of firm over freelancer seem to be less significant by the day.

In conclusion


With so much change and progress predicted, those firms that just stand still will go backwards. The market will reward the innovators and punish the laggards. Which one do you want to be?

PS. See you in Brisbane on Friday 15 September 2017 at ALPMA Summit for Part 2.

Editor's Note

ALPMA SummitJoel Barolsky will be speaking about the "State of the Australasian Legal Market and strategic implications for small, focus and boutique firms" at the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Convention and Exhibition Centre. Registration is now open for the 2017 ALPMA Summit, and there are great savings for those who register early! Register now!


About our Guest Blogger


Joel BarolskyFor the past 28 years, Joel has helped law, accounting and other business advisory firms plan, innovate and grow.

In addition to heading up Barolsky Advisors, Joel is a Senior Fellow of the University of Melbourne and a former Principal of Beaton Research & Consulting. Joel has advised over 100 of Australia’s leading professional service organisations. Over 70% of his client are repeat clients or come directly from referrals from existing clients.

He is a recognised thought-leader evidenced by regular conference keynotes, press mentions and the global reach of his blog, Relationship Capital. Joel’s teaching roles at the University of Melbourne include delivery of an intensive subject on the Melbourne Law Masters program called, ‘Management for Professionals’.

He has in-depth expertise in the fields of strategy, culture, change, organisation design and business development.


How to successfully navigate the information-rich digital world

Tuesday, June 27, 2017

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By Whit Lee, Executive Director, Strategy & Legal Software Solutions, LexisNexis Asia Pacific


We live in an age of information, powered by technology. Where once a collection of Encyclopedia Britannica was required to find the answer to an obscure question raised in a lively pub discussion, now all that is needed is a 4G signal on one of the many devices inevitably resting on the table.

There are immeasurable benefits to technological development; for one, the wealth of our individual knowledge has grown colossally. But value doesn’t lie in information itself. Even a mountain of data and information does not necessarily equate to better intelligence and decision-making. Value comes from applying analytical and critical thought processes to that information.

The loss of analytical thinking


Over the last few years, studies have started to emerge revealing that we are gradually adapting to respond to information in an automatic, uncritical way. A generation of ‘digital natives’ will be entering the workforce in the coming decade, remarkable for their intrinsic aptitude for technology, but worrisome for their lack of critical nous.

In a Stanford University study published in November 2016, students were asked to evaluate the reliability of information posted online in order to assess their ability to apply critical thinking. For those of us who grew up using libraries, the findings are somewhat alarming: 82% of younger high school students were unable to differentiate between sponsored ad content and genuine news posted online, and nearly 40% of older students believed that a photo of misshapen daisies proved that there were toxic conditions around the Fukushima nuclear plant in Japan – despite it being a viral post with no identifiable location characteristics or source given.

We are inundated by information, so it’s perhaps unsurprising that the Z Generation find it hard to distinguish between fact and fiction. But what it does highlight is the importance of maintaining skills in analytical reasoning. In order to successfully navigate the digital world, we need to adopt a scientific approach of critical, rational and effortful thought. In short: we all need to think like lawyers.

The rise of the machine


Hollywood has long visualised the future of machines, and fact is now surpassing fiction…though some may say the advent of artificial intelligence is far less exciting than we have come to expect; machines will not be taking over the world. But we still need to be prepared for further rapid technological advancement.

We know that the digitally-powered information-overload is not going to slow, but what we will see in the future are tools powered by artificial intelligence that take the analysis of data out of our hands, presenting us just with the most accurate and relevant answers we require. So why maintain skills in analytical thinking ourselves? Well, an answer doesn’t necessarily equate to a decision. A human element will always be necessary to assess and evaluate answers – which are, of course, simply condensed pieces of information.

The analytical thought process of a human is inherently different to that of a machine, because a human can take into account personal experience, empathy, and external drivers across a wide range of topics. Intelligent machines will remove the ambiguity of confirmation bias and the fallacy of false news, but are devoid of emotional intellect; humans are what give information meaning.

In practice management, as artificial intelligence tools start to enhance workflows and provide improved outcomes for lawyers and clients alike, intellectual agility will still be required in the analysis of information in order to make decisions and take actions that best suit the business. So while investment is made in the latest technology, so too must investment be made in that almighty gadget we each possess: our brains.

The future belongs not to those who will build the digital world, but those who will work in collaboration with it to deliver excellence that has undercurrents of both machine and emotional intelligence.

Editor's Note

Thought Leadership Awards NominationsLexisNexis is the proud partner for the 2017 ALPMA/LexisNexis Thought Leadership Awards. If your firm has successfully implemented an innovative new initiative or is doing something different in response to the digital world, then enter the project for an award. Nominations are open until 21 June. Nominate online now.

Winners will be announced at the 2017 ALPMA Summit, held from 13-15 September at the Brisbane Exhibition and Convention Centre. This year's Summit 'Sailing the 4C's' focuses on the four key 21st learning skills of Collaboration, Critical-thinking, Creativity and Communication. Readers interested in learning more about building analytical thinking skills at their firm should register before July 20 for early bird savings. Register now.


About our Guest Blogger

Whit LeeWhit leads the Legal Software Solutions (LSS) team, which delivers cloud-based and on-premise tools that drive improved outcomes for clients, helping them to make better decisions by combining world-class LexisNexis content with practice management workflow solutions.  Whit is also responsible for strategy and business development for the LexisNexis Asia Pacific business. As strategy lead, Whit is focused on how the organization is executing today as well as planning for tomorrow – ensuring we have the right resources allocated to deliver on both short and long term goals and that our investments in new products and solutions deliver value to customers. Whit holds a Bachelor of Science degree from the University of Tennessee and an MBA from Harvard Business School.


Managing Brand Integration

Tuesday, June 13, 2017

By Tineke Mann, eBusiness Manager, TIMG 


Mergers and acquisitions are common in the legal sector – but as many who have embarked down this path know, getting the post-acquisition integration right is not always easy! In this post, we share some of the key learnings from our acquisition of LitSupport in the hope that this will help you on your journey.

The Information Management Group (TIMG) embarked upon the challenge of successfully acquiring a complementary brand to enhance their service offering in early 2014. TIMG solve information management problems daily for thousands of businesses, large and small, in every major industry, across Australia and New Zealand. Our offering is simple; help clients store, manage, integrate and access important information securely, compliantly and effortlessly.

By December 2014, TIMG successfully acquired LitSupport; a leading organisation that specialises in providing secure and confidential information management services to law firms and corporate legal departments. The brainchild of Val Pitt some 20 years ago, LitSupport grew from a home-based business to a national organisation with over 130 employees and a service network spanning Perth, Melbourne, Sydney and Brisbane.

Why integrate?


Why would LitSupport embrace being absorbed into TIMG you may ask? 

“Times were changing. The legal industry was and is facing increasing pressure to improve performance and manage costs across all areas of operations” Val Pitt, Communications Manager, LitSupport said. “A union with TIMG enables us to deliver greater efficiencies and innovative solutions for our clients.”

TIMG similarly identified the need for innovation in the managed services and information management space. 

Chris Cotterrell, General Manager TIMG Australia recognised the need to provide a complete service offering to clients, ensuring they continued to grow and revolutionise the space.

“Investigations were completed by Ernst & Young, our parent company Freightways and TIMG management and it was decided that LitSupport offered the services we needed to compete in our industry, as well as offering an excellent cultural fit for both teams”.

The combined expertise in both companies has seen a positive outcome with TIMG now offering a full suite of services with greater capabilities to their clients. 

The integration challenges


The transition, however, has not been easy and has had opposing challenges for both parties in different ways.

Val acknowledges the positives and negatives that have accompanied the journey and acquisition of LitSupport within TIMG. 

“The hardest part for me has been letting go of decision making after twenty-one years of being the key decision maker. In contrast, the most rewarding part of the integration has been being part of a much larger organisation where accountability is shared and you are surrounded by many levels of support and expertise”.

The journey for TIMG has been focused on driving the acquisition from a strategic perspective, ensuring goals in the immediate future and in years to come are achieved. 

“There were areas we needed to tackle head on, areas that required a longer strategy to ensure a smooth transition, and areas we had little control over,” Chris said.

Mr Cotterrell explains how an earn-out period is still in place until 1 July 2017 and resulted in TIMG having limited authority for the first two and a half years of the acquisition which came with its own set of challenges.

Consideration factors in brand acquisition extend far beyond the immediate strategic vision. Chris Cotterrell explains: 

“Culturally, it’s difficult to integrate small owned business structures with a larger organisation that operate with a more corporate structure and related governance”.

“TIMG managers and those involved with LitSupport have been very excited about the service offering and the value this service will have for TIMG clients. TIMG has successfully signed an agreement with Ringtail to resell it as LitReview in line with the TIMG branding. This is an exciting development as legal and corporate clients will now have access to the most advanced eDiscovery tools” he continues.

Advice for others


With every acquisition, ensuring clear communication to clients is vital. 

“Branding and synergies will be the main focus in our immediate plans, with a five-year aim to triple the digitisation and processing revenue” Chris states.

As with all business changes, learnings will be had and will be different depending on the side of the table you sit at. 

Val recalls the experience: “I would not have changed a thing. I never look back – the future is way too bright. If I could offer advice to an organisation exploring the same avenue, I would encourage them to choose carefully, be prepared for change and commit to a successful merger”.

For TIMG the acquisition and integration challenges continue as the company continues to grow. 

At the start of the acquisition, integrating finance and payroll was prioritised; swiftly followed by the integration of CRM and job management to ensure client workflow remained unaffected.

“We should have taken a much more active role in cost control at that point of the journey. Costs blew out and bringing these back in line has been a painful process” Chris recalls. 

Internal considerations should also be allowed for, he said.

“More time should have been spent earlier with LitSupport staff to help them adjust to our wider vision. It’s taken almost three years to adjust the view that we are not two separate businesses, but one; TIMG.” 

As Chris highlights, people and their behaviours play an important role in any acquisition, and the management of these behaviours is time-consuming but necessary to provide clear vision and to set realistic expectations.

“If I could advise a business who were about to take on a similar journey, I would advise them to manage expectations, review systems and processes and don’t assume they will be compliant just because of certifications. 

Above all, make sure the cultures of the two businesses will work well together” Chis advises.

About our Guest Blogger


Tineke MannTineke Mann is the eBusiness Manager for TIMG, the information management service provider. Tineke is passionate about helping lawyers simplify their work-life through more efficient management of records and top data security. In addition to working closely with a range of clients tailoring solutions, she manages teams of eDiscovery experts, Online Backup specialists and in-house developers.









Blockchain & Smart Contracts…Why is it important, and what can I do with it?

Tuesday, June 06, 2017

By Ashley Kelso, Senior Associate, AustraLaw


There are a number of technologies at the moment that are on the verge of bringing a wave of innovations to many industries. These include:

  • Machine learning
  • Internet of things
  • Blockchain and distributed ledger
  • Smart Contracts
  • IPFS (decentralised storage of data)

We in the legal industry must at least gain a working knowledge of these technologies if we are to leverage them, give effective advice to our clients, and address the risks that they entail.

Most of the above technologies are fairly self-explanatory:

  • Machine learning allows us to train a computer by trial and error to perform repetitive analytical tasks (this holds major potential to allow smaller firms to punch above their weight)
  • The internet of things is about feeding data from sensors to an internet-connected server and then performing some action or analysis on it (the weather app on your iPhone is an example)
  • Decentralised storage is basically a cross between bit torrent (peer-to-peer file sharing) and dropbox (cloud-based storage). i.e. files are sourced from ‘the cloud’ by reference to their content rather than their location on a server. So if an identical copy of the file you are after is located on a computer nearby, your computer doesn’t have to pull that same content all the way from a server in the US.

However, smart contracts and blockchain technology require a little more explaining. As smart contracts are built on blockchain (e.g. Ethereum) and distributed ledger (E.g. Corda) technology, it best to start with an explanation of blockchain.

Blockchain – how does it work?


As an engineer I always found it more effective, when dealing with complex ideas, to communicate them visually through diagrams and drawings. Blockchain technology is a complex idea. This video provides an excellent visual explanation of what a blockchain is and what it is useful for.


Blockchain as a register of transactions


As the video demonstrates, blockchain provides the benefits of:

  • A trusted common register of information that is highly resistant to forgery
  • Decentralised recording of transactional data (good for data preservation, but also a privacy issue)

The importance of reliable common registers to record the exchange of property rights between parties will be well familiar to those involved in conveyancing and sale of business work.

Smart contracts


The first blockchain technology was Bitcoin. This simply tracked the creation and exchange of bitcoins between users. However, it is the next generation of blockchain technology called Ethereum that has really got people interested. This is because Ethereum allows users to customise the kinds of transactions that are performed, recorded, and tracked on the Ethereum blockchain.

Users can do this by writing smart contracts and loading them onto the Ethereum blockchain. In simplistic terms, a smart contract defines the items of value that parties to the contract will be exchanging, and the rules by which they will be exchanged. (i.e. Define the things whose state will be tracked, and how their state will change based on the information that the contract receives).

What do smart contracts look like?


To avoid talking too much in the abstract, here is an example of a smart contract from the Ethereum website.  It is written in a programming language called Solidity.
In basic terms, the ‘functions’ become actions that users can perform on the contract – for example, to tell the contract to process a transaction between two parties, or to check the balance of an account. Ethereum provides an application called the Ethereum Wallet that allows you to load your contracts on to the Ethereum blockchain and provides a user interface to interact with your contracts.

Risks and benefits of smart contracts


Smart contracts are the reason that people are talking about blockchain. Benefits include:

  • Automatic execution of the contractual effect of events (i.e. reducing the legwork of contract administration)
  • Automatically generates a record of all transactions that is highly resistant to forgery
  • Ability to create entire trading environments and schemes to exchange customised items of value (e.g. could be used to implement a private carbon credit scheme)

Negatives of smart contracts on Ethereum include:

  • Privacy of contract data
  • Difficult to prevent a party from exploiting a bug in the contract code
  • Charges Ether to process transactions (Ether is the currency of Ethereum)

There is a rapidly growing developer community around this technology; AustraLaw has already had an enquiry about drafting a smart contract; and a quick glance at the Enterprise Ethereum Alliance site demonstrates keen interest from major corporates (including Thomson Reuters). Exciting and uncertain times lay ahead.

More information


Corporates experimenting with blockchain technology

  • The Commonwealth Bank participated in a successful demonstration of the use of smart contract-IoT system which allowed payment to be trigged once a shipment of cotton reached a geographical location.
  • The Queensland Treasury Corporation and the Commonwealth Bank have demonstrated the ability to use smart contracts for the auction and issuance of bonds. 

About our Guest Blogger

Ashley KelsoAshley Kelso is a senior associate at AustraLaw. He holds degrees in mechatronics engineering and law. Prior to becoming a lawyer he worked in project management and systems engineering roles in the Department of Defence. This background allows him to communicate effectively across multiple disciplines and industries to assist clients more efficiently with their ADR and contract needs.

Ashley has a keen interest in applying the tools and methodologies of engineering to optimise the quality and efficiency of legal services.






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