AGILE: Accelerating Growth In Legal Excellence Capital One's legal department needed a way to understand their "customer" better and to provide the business with faster - and better - responses to legal issues; all to do so with constrained resources and a growing demand for their services. Learn how you can achieve all - and improve morale - by rebuilding your legal service delivery using design thinking and AGILE methodology. Nathalie Clark, Capital One Bank (Canada Branch)
Kicking lawyers’ email addiction for managing and discussing legal work Much of lawyers’ time is spent managing their legal work, co-ordinating their own with everyone else's, and discussing the issues that arise. Email is the number one tool everyone uses for all of those tasks even though it is does each of those tasks poorly. Worse still, lawyers are bombarded with too many emails and still do not feel confident that they know what is going on (and still worry that something will fall through the cracks). But, hope is out there – a great alternative to email enables lawyers to easily chat about issues and questions while organizing their work and seeing how all of it fits together. Come hear how to help your lawyers kick the email habit. Ginevra Saylor, Dentons Canada
Automating contract review and analysis Click here to open slides (pdf) Kira's software helps professionals complete contract review and analysis faster and more accurately than conventional methods. It automatically identifies and extracts relevant provisions from contracts in virtually any format. Summaries are created in seconds, and analysis that normally could take weeks can begin in only a few minutes. And with the proprietary Quick Study system, anyone can rapidly teach the software to identify virtually any provision. Noah Waisberg, Kira Inc
Culture = bottom-line impact Click here to open slides (pdf) Changing a firm's or department's organizational culture is close to being a “magic bullet”. It impacts the way in which people collaborate, projects are accomplished, and results delivered - and that drives how an organization performs and meets its strategic objectives.You can understand and close the gap between the culture you have and the culture you need to succeed. Arna Banack, Arbacus
Document automation: It only sounds boring until it works! Document automation may not look like the latest bright, shiny object. After all, why focus on delivering measurable value at low risk when there are so many sexy projects available? The answer is that technology advances have completely changed this area; you can build models and develop templates in days not months (or years - just ask your local Precedents Committee). Why is this innovative? Because, once lawyers experience the power of document automation, they volunteer to drive these initiatives forward. Innovation that gets lawyers excited? Let’s get drafting! Joshua Fireman, Fireman & Co
Data that Delivers Click here to open slides (pdf) The push is on for Lawyer-Client relationships based on shared time, scope and cost expectations. You see this in the rise of RFP’s and AFA’s. But many firms lose RFP’s (or lose money on the RFP’s they win) because they are off on the numbers; or clients may reject a reasonable proposal because they don’t have the data to properly assess it. Find out what numbers matter when setting shared expectations that work for both clients and their firms and walk away with a process for identifying, gathering and analyzing the relevant numbers that so your organization can make good decisions and set proper expectations rather than relying on gut instinct and best guesses. Melissa LaFlair, LaFlair Legal and Project Management Services
Enhancing the firm-client relationship through annual activity reporting Click here to open slides (pdf) Yearly client review of financial and account activity is a powerful way to improve this key relationship. Clients love it as a way to quantify and improve the value they are receiving; and partners see it as an opportunity to deepen their own knowledge and relationship with their client - leading ultimately to more work for their firm and more referrals. But generating and presenting the comprehensive reports is labor intensive because of the fractious and inaccurate client data held in multiple systems across the firm. However, by improving processes and information-management practices around how client information is captured and shared, you can create those reports without hiring an army of marketing resources or spending big money on new technology. Shy Alter, President and CEO, ii3
Working collaboratively across the divide Click here to open slides (pdf) Law firms and legal departments typically don't really work together so much as toss drafts and emails back-and-forth over the (albeit neighbourly) fence that separates them. With a new mindset, some low-cost technology, and a small investment in time, firms and their clients can develop digital, collaborative, shared workspaces to better co-ordinate their work, assure the highest-and-best use of people, and build more productive relationships. The result: money saved for the client and more revenue for the firm. Gordon Vala-Webb, Building Smarter Organizations Legal work “Front door” An intake application and process for requests from within a company that are routed to a provider who manages all the legal service providers and routes the work according to where it needs to go.