Issue link: http://read.uberflip.com/i/12204
THE OTHER SIDE OF KM: SUPPORTING THE BUSINESS OF LAW productivity solutions, we might intentionally, or inadvertently, place the needs of the grinders above all others. By neglecting the many other “hats” that our lawyers wear, we could effectively ignore an entire spectrum of their knowledge management needs. Regardless of whether they are grinding, minding, binding or finding, lawyers rely heavily on administrative support for nearly everything they do. Each administrative department serves a particular function, but everyone works toward achieving one or more of the firm’s goals: e.g., providing excellent legal services to attract and retain clients; increasing profitability by raising revenue and lowering costs; continuously improving the firm’s image and reputation; attracting, retaining and training talent; or positioning the firm to compete on a global scale. By extension, when KM professionals contribute to the detailed managerial and administrative needs of law firm operations, we also advance the firm’s goals, in a less visible and direct, but no less valuable, way. ADDING KM VALUE TO ADMINISTRATIVE TASKS There are countless ways that we can apply our skills, KM tools and techniques to address administrative challenges. KM staff currently serve as business analysts, project managers, taxonomists, technology consultants, innovators, risk managers, change masters and leaders within their firms. For example, to support a firm’s business development efforts, our KM teams can assist the marketing professionals with a wide variety of their projects. Having developed a number of technology tools, we know how to organize and present information to maximize its visibility, accessibility and usability and can, therefore, contribute to a firm’s website design and content. In addition, we can contribute to classification and categorization of lawyer expertise, matter experience lists and firm news. KM staff embedded in, or closely assigned to, support practice groups can assist with case or deal descriptions, and can alert marketing to recent opinions or closings. All of this content, whether on the firm’s website or in print brochures and pitch materials, is ultimately used by the lawyers in their role as “finders,” seeking new clients and expanded opportunities with existing clients. Marketing teams also appreciate the value KM adds to client-facing extranet design and content. The knowledge management team can collaborate with lawyers, IT and the marketing staff to determine what a website should contain. Although most clients begin by requesting access to the documents, calendars and communications prepared on their behalf, there is much more that can be considered. Value-added services, such as access to selected materials from internal KM repositories, CLE programs and general client memos, can easily improve a client’s satisfaction and loyalty to the firm. By providing a client with project plans and progress reports, budgets and expense summaries, trust is gained, and there is a greater opportunity to stay on target. During the development phase and on an ongoing basis, KM staff can work with the client team to ensure that issues such as firm and client privacy and confidentiality, and the accuracy of materials, are closely monitored. In this area, KM efforts are most appreciated by the firm’s “binders” and “minders.” www.iltanet.org Knowledge Management 23