The quarterly publication of the International Legal Technology Association
Issue link: http://read.uberflip.com/i/67910
ask the expert It will be a while before we can deliver a user interface that is seamless and scripted for the tablet environment. form factor just doesn't lend itself to creating or extensively editing content. The other challenge is that tablets don't fit in well with our standard enterprise environments. Over the years, firms have customized tools that are embedded into systems that are unique to that firm, helping lawyers within that firm complete work. Apps you download from the app store just don't have that level of customization yet, and it will be a while before we can deliver a user interface that is seamless and scripted for the tablet environment. _________________________________________________________ Have firms embraced the idea that their CIO or technology director needs to be well- versed in both technology and business management? Dick: We've known this for a long time. As IT leaders mature, they can spend more time on the business side of why we do what we do. Something to keep in mind is that speaking in business terms is the best way to communicate with executive management, who are usually not "techies." Peter: This is a debate that has been going on since I started in IT — who IT should report to and how IT can get more involved in the business. At Sparke, I am heavily involved in the business because we do quite a bit of volume work, and case management plays an important part, so the firm needs to rely on technology. Because lawyers need to communicate with me about their key needs, they're slowly realizing that IT has a solid grasp on the business — either with all of the processes that are happening or with fine-tuning things to make them more efficient. We end up standing beside the lawyers in the trenches and working through their processes, and during that time we're building relationships and rapport. Gareth: I think so — CIOs have to have a business head on their shoulders and will probably see themselves less as peer technologists and more as business enablers. Central management in law firms has embraced the idea that technology and business aspects are linked quite heavily. Naturally, there are still people to win over and convince in a partnership that stretches all over the world; nonetheless, my colleagues and peers see ourselves as people who deliver on the business strategy through technology. _________________________________________________________ Some "buzz" topics the past two years have been "virtual practice," "self-service IT" and "consumerization." Will these remain at the forefront of things firms should prepare for, or will most firms have these ideas figured out before we reach 2020? Dick: Regarding consumerization, I think these devices are here to stay and that we will see the hardware and applications mature. Many of the programs we use on mobile devices today have their roots in desktop design. So, for example, if one day your large mailbox data was able to be stored on your wristwatch and be accessible from any device, that would greatly change the way we interact and the types of systems we can use. It will just take some time for the hardware and software to work along these lines. For the virtual practice and user self-service, that will naturally grow as more users do more work outside of the office. Gareth: Well, I don't know if most firms will have these things figured out — after all, 2020 isn't all that far way — but some will embrace these concepts more quickly than others and in different ways. Not every firm is going to become a virtual practice, but there surely will be some that do; and not every firm will change to have self-service IT. These are things that will continue to develop at different rates at different firms. As we go through this transformation of different business models in the legal profession, each firm will determine its own strategy to operate in a very competitive marketplace. 112 Peer to Peer