Knowledge Management in Law Firms
Challenges and Opportunities Post-Pandemic
Published on 16. January 2023
Book
Paperback/Softback
139 pages
978-1-78742-943-7 (ISBN)
Description
Strategies for gathering and harnessing knowledge have existed in law firms for decades. However, knowledge management suddenly found itself in the spotlight as a result of the COVID-19 pandemic. Enforced remote working reduced opportunities for knowledge sharing between colleagues and this gap was filled with knowledge databases and experienced knowledge lawyers. Now that hybrid and virtual workforces are here to stay, these new working practices have combined with technological developments, enhanced demand, and the transformation of how to access knowledge to drive the advancement of knowledge management into a new era.
Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.
Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.
Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic is the essential guide to the evolution of law firm knowledge management. It covers how to revisit your strategy in light of recent and future changes, the expansion of knowledge management to encompass legal tech and innovation, the rise of the importance of data, strategies for overcoming the challenges hybrid and virtual working pose to knowledge management, managing knowledge teams, and much more. Chapters are written by an international group of KM experts from a range of organisations and leading law firms, including DLA Piper, Linklaters, and Dentons. Pandemic experiences and lessons learnt are shared as well as ways to approach the future.
Knowledge is at the heart of the legal profession, and this book provides guidance on how to prepare for and thrive in the knowledge management practices of the future, overcoming the obstacles and embracing the opportunities that have arisen from or been accelerated by the pandemic. Through demonstrating how effective knowledge management can help firms exceed client expectations, differentiate themselves in the competitive market, and, ultimately, improve their bottom line, this title will be of interest to knowledge management professionals including professional support lawyers, law firm leaders, partners and fee earners, and, outside of law firms, in-house lawyers and consultants.
Reviews / Votes
This book also goes a long way to explain what we do, how we fit in the bigger picture, and how we drive the ambitions and goals of our organisations; and clearly outlines that we don't do this purely through technology, as many may think, but rather it's the technology working hand in hand with people and processes that is so key. Knowledge Management in Law Firms: Challenges and Opportunities Post-Pandemic will be of interest to all information and knowledge professionals who strive to improve their own processes and want to learn how others have tackled the challenges they have encountered, while the wide range of contributors means readers will get a truly broad view of this issue. -- Jas BreslinMore details
Language
English
Place of publication
London
United Kingdom
Target group
Professional and scholarly
Product notice
Paperback (trade)
Unsewn / adhesive bound
Dimensions
Height: 231 mm
Width: 153 mm
Thickness: 10 mm
Weight
272 gr
ISBN-13
978-1-78742-943-7 (9781787429437)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Nick Milton | Chris Boyd | Amy Halverson
Knowledge Management in Law Firms
Challenges and Opportunities Post-Pandemic
E-Book
01/2023
1st Edition
Globe Law and Business
€236.99
Available for download
Previous edition
Knowledge Management in Law Firms
Expertise in Action
Book
09/2016
1st Edition
Globe Law and Business Ltd
€185.70
Article exhausted; check for reprint
Persons
Edited by Katerina Menhennet - By Nick Milton; Chris Boyd; Amy Halverson and Ian Rodwell
Content
Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Chapter 1: Knowledge management strategies and frameworks for the post-COVID world
By Nick Milton, director and co-founder, Knoco Ltd
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
The four main scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
KM strategies for a new world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
How KM operated during lockdown and remote working . . . . . . . 5
A KM framework for a hybrid organization . . . . . . . . . . . . . . . . . . . . . . . . 8
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Adapting legal knowledge management to the hybrid workplace
By Chris Boyd, chief operating officer, and Amy Halverson, director of knowledge management, research and information services, Wilson Sonsini Goodrich & Rosati
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
The new legal workplace will be a hybrid one . . . . . . . . . . . . . . . . . . . . . 11
KM resources and practices will be key to making the hybrid workplace succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Preparing KM for a hybrid future by cultivating connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Leveraging fully remote learnings to optimize KM for a hybrid world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Chapter 3: Social KM in a time of COVID...and beyond
By Ian Rodwell, head of client knowledge and learning, Linklaters LLP
The role of social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
The impact of COVID-19 on social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
"Rewilding" social KM in a COVID-emergent world............... 23
Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Chapter 4: Knowledge management 2.0 - after the perfect storm, sailing with AI to new discoveries
By Joe Cohen, UKIME head of innovation, and Andrea Miskolczi, Europe director of innovation, Dentons
A perfect storm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Keeping the good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Embracing the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Beyond the old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Chapter 5: Data-driven knowledge-based management
By Jonna Vainikainen, business process manager, Castren & Snellman Attorneys Ltd
The evolving role of knowledge management.................... 33
Data quality - good enough and fit for purpose . . . . . . . . . . . . . . . . . 34
Ensuring good-quality data - metrics and evaluation . . . . . . . . . . . 36
The rising era of data-driven technologies and automatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Legal industry trends call for good-quality data . . . . . . . . . . . . . . . . . . 40
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Chapter 6: Legal technology and knowledge management
By Elisabeth Cappuyns, director of knowledge management, DLA Piper LLP (US)
Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Developing trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Overview of legal technology tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Additional considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Chapter 7: Artificial intelligence and automation
By James Loft, COO, Rainbird Technologies
Artificial intelligence and automation in knowledge-driven industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Unlocking automated decisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
The combination of human potential and artificial intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Technology ecosystems that support business growth . . . . . . . . . . 57
Chapter 8: Search
By Jon Beaumont, senior manager of knowledge management, Shearman & Sterling LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Previously . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Location and content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Basic approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Knowledge, data, and systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Users and solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter 9: Digital transformation, knowledge management, and cybersecurity in the post-COVID era
By Tiffany M. O'Neil, director of KM and technology innovation, and James G. Perkins, chief operating officer and chief compliance officer, Procopio, Cory, Hargreaves & Savitch LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Digital mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Knowledge management and technology innovation . . . . . . . . . . . 78
Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Protecting against attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Chapter 10: KM and innovation in law firms and legal departments: twins separated at birth?
By Gordon Vala-Webb, thought leader, speaker/author, and innovation professional
Who is doing what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Long live KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Inter-connections between KM and innovation . . . . . . . . . . . . . . . . . . 88
Similarities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
New order of things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Chapter 11: Hybrid competitive intelligence - gathering intel remotely
By Mark Gediman, senior research analyst, Alston & Bird, LLP, and Kevin Miles, manager, research services, Norton Rose Fulbright
Transitioning to a hybrid environment - cultural shifts . . . . . . . . . . 93
Strengths and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Managing expectations in a hybrid environment . . . . . . . . . . . . . . . . 95
Use of virtual tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Ethics and CI are not mutually exclusive . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Summing up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Chapter 12: Retaining KM talent
By Tara Pichardo-Angadi, head of knowledge (EMEA), Norton Rose Fulbright LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Developing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 13: Inclusion and diversity in knowledge: raising awareness and embedding best practice post-COVID
By Orla Bingham, service owner, content development, and Katherine Lang, senior knowledge lawyer and London knowledge lead, Baker McKenzie
Inclusive training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Inclusive language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Inclusion of all colleagues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Allyship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Bringing your whole self to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Returning to the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
What next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Chapter 14: Building and managing a truly global research team post-COVID
By Kathy Skinner, director of research, White & Case LLP
Changes to research teams post-COVID and their impact on global team-building and alignment . . . . . . . . . . . . . . . . . . 123
What are the biggest long-term challenges and what organizational support do you need to address them? . . . . . . . . . . 124
What new opportunities can your team realize in this changed environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Chapter 15: Law firm knowledge management and the metaverse
By Anthony J. Rhem, CEO and principal consultant, AJ Rhem & Associates Inc.
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Metaverse drivers for law firm knowledge management . . . . . . . . 132
Legal research in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Law firm collaboration in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Legal and ethical issues of law firm KM in the metaverse . . . . . . . 136
The metaverse and knowledge continuity in law firms . . . . . . . . . . 136
Conclusion and key points to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Chapter 1: Knowledge management strategies and frameworks for the post-COVID world
By Nick Milton, director and co-founder, Knoco Ltd
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
The four main scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
KM strategies for a new world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
How KM operated during lockdown and remote working . . . . . . . 5
A KM framework for a hybrid organization . . . . . . . . . . . . . . . . . . . . . . . . 8
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Adapting legal knowledge management to the hybrid workplace
By Chris Boyd, chief operating officer, and Amy Halverson, director of knowledge management, research and information services, Wilson Sonsini Goodrich & Rosati
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
The new legal workplace will be a hybrid one . . . . . . . . . . . . . . . . . . . . . 11
KM resources and practices will be key to making the hybrid workplace succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Preparing KM for a hybrid future by cultivating connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Leveraging fully remote learnings to optimize KM for a hybrid world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Chapter 3: Social KM in a time of COVID...and beyond
By Ian Rodwell, head of client knowledge and learning, Linklaters LLP
The role of social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
The impact of COVID-19 on social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
"Rewilding" social KM in a COVID-emergent world............... 23
Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Chapter 4: Knowledge management 2.0 - after the perfect storm, sailing with AI to new discoveries
By Joe Cohen, UKIME head of innovation, and Andrea Miskolczi, Europe director of innovation, Dentons
A perfect storm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Keeping the good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Embracing the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Beyond the old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Chapter 5: Data-driven knowledge-based management
By Jonna Vainikainen, business process manager, Castren & Snellman Attorneys Ltd
The evolving role of knowledge management.................... 33
Data quality - good enough and fit for purpose . . . . . . . . . . . . . . . . . 34
Ensuring good-quality data - metrics and evaluation . . . . . . . . . . . 36
The rising era of data-driven technologies and automatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Legal industry trends call for good-quality data . . . . . . . . . . . . . . . . . . 40
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Chapter 6: Legal technology and knowledge management
By Elisabeth Cappuyns, director of knowledge management, DLA Piper LLP (US)
Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Developing trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Overview of legal technology tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Additional considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Chapter 7: Artificial intelligence and automation
By James Loft, COO, Rainbird Technologies
Artificial intelligence and automation in knowledge-driven industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Unlocking automated decisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
The combination of human potential and artificial intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Technology ecosystems that support business growth . . . . . . . . . . 57
Chapter 8: Search
By Jon Beaumont, senior manager of knowledge management, Shearman & Sterling LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Previously . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Location and content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Basic approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Knowledge, data, and systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Users and solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter 9: Digital transformation, knowledge management, and cybersecurity in the post-COVID era
By Tiffany M. O'Neil, director of KM and technology innovation, and James G. Perkins, chief operating officer and chief compliance officer, Procopio, Cory, Hargreaves & Savitch LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Digital mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Knowledge management and technology innovation . . . . . . . . . . . 78
Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Protecting against attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Chapter 10: KM and innovation in law firms and legal departments: twins separated at birth?
By Gordon Vala-Webb, thought leader, speaker/author, and innovation professional
Who is doing what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Long live KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Inter-connections between KM and innovation . . . . . . . . . . . . . . . . . . 88
Similarities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
New order of things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Chapter 11: Hybrid competitive intelligence - gathering intel remotely
By Mark Gediman, senior research analyst, Alston & Bird, LLP, and Kevin Miles, manager, research services, Norton Rose Fulbright
Transitioning to a hybrid environment - cultural shifts . . . . . . . . . . 93
Strengths and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Managing expectations in a hybrid environment . . . . . . . . . . . . . . . . 95
Use of virtual tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Ethics and CI are not mutually exclusive . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Summing up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Chapter 12: Retaining KM talent
By Tara Pichardo-Angadi, head of knowledge (EMEA), Norton Rose Fulbright LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Developing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 13: Inclusion and diversity in knowledge: raising awareness and embedding best practice post-COVID
By Orla Bingham, service owner, content development, and Katherine Lang, senior knowledge lawyer and London knowledge lead, Baker McKenzie
Inclusive training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Inclusive language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Inclusion of all colleagues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Allyship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Bringing your whole self to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Returning to the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
What next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Chapter 14: Building and managing a truly global research team post-COVID
By Kathy Skinner, director of research, White & Case LLP
Changes to research teams post-COVID and their impact on global team-building and alignment . . . . . . . . . . . . . . . . . . 123
What are the biggest long-term challenges and what organizational support do you need to address them? . . . . . . . . . . 124
What new opportunities can your team realize in this changed environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Chapter 15: Law firm knowledge management and the metaverse
By Anthony J. Rhem, CEO and principal consultant, AJ Rhem & Associates Inc.
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Metaverse drivers for law firm knowledge management . . . . . . . . 132
Legal research in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Law firm collaboration in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Legal and ethical issues of law firm KM in the metaverse . . . . . . . 136
The metaverse and knowledge continuity in law firms . . . . . . . . . . 136
Conclusion and key points to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139