Issue link: http://read.uberflip.com/i/34417
• A shift in power from the law firm to the client, which changed expectations • A re-evaluation by law firms of how they were delivering legal services within the changing landscape These changes provided new opportunities for the KM industry. Thanks to this, law firms are now evaluating what it will take to differentiate themselves in this new world of online legal service delivery, and KM departments are a large part of these initiatives. THROUGH THE CLIENT’S EYES From a client’s perspective, online legal services delivery must achieve three goals: transparency, efficiency and partnership in conducting day-to- day business. Furthermore, the client needs both litigation and business solutions. Another client expectation is access to information 24/7. In-house attorneys must respond to fluctuating budgets, and they demand access to matter status as well as work product. Gone are the days where cost notifications are sent 30, 60, 90 or more days after the work has been completed. Today, clients require consistent communication throughout the legal process; they don’t like bad news, but are even more angered when such news is a surprise. Clients feel the same pressure firms feel — to work faster, more effectively and more efficiently. And since many clients do not have the resources to purchase large-scale software packages, they are turning to their firms for access to already owned or developed tools. They are demanding that their law firms use every tool possible to lower costs, and that they utilize these tools within their own environment. Finally, clients now look to partner with their attorneys and law firms for better day-to-day business consulting. The standard reactionary system of lawyering — dealing with the latest litigation or deal as it arises — is becoming antiquated. Clients now prefer to partner with a firm that is proactive in both litigation and business practices. As with the efficiency tools stated above, clients realize law firms have access to large-scale resources that can be used to aid in their process management. BAKER DONELSON SETS ITSELF APART Baker Donelson has taken KM’s initiative to develop a structured online services program one step further. This initiative, together with an online client services committee, is charged with constantly evaluating the online delivery of legal services and developing tools that will set the firm apart. The online services program developed out of a very close relationship with a health care client. When discussing an alternative fee arrangement for this client, the firm realized an information management platform with KM principles was the only way to render the arrangement profitable. Over the next year, KM developed a platform to provide our client with complete transparency on all cases, reports and work product. This system also made efficiency tools and databases available for the client to utilize on a daily basis. Additionally, this platform has served and continues to serve as a workflow to maintain processes for the client’s business. In the end, this platform allowed Baker Donelson to differentiate itself and reap www.iltanet.org Knowledge Management 29