The Handbook for Legal Innovation
1st Edition
Published on 18. May 2023
Book
Paperback/Softback
294 pages
978-1-78742-913-0 (ISBN)
Description
Although legal innovation is critical for law firms, with clients pushing for more efficient, cost-effective, and automated services, very little has been written about how to drive successful enterprise-wide transformation efforts. As innovation and legal operations functions proliferate globally, Nicola Shaver has written the first definitive book to guide legal professionals through setting up an effective innovation function and driving successful culture change and initiatives across a legal organization.
In The Handbook for Legal Innovation, Shaver, the 2020 ILTA Legal Innovation Leader of the Year and a College of Law Practice Management Fellow, outlines how to set up an effective strategy for innovation, provides practical guides for conducting current-state audits, establishes frameworks to help identify project priorities, and outlines how to build and grow the right team. With 20 years of experience in the legal industry, including a decade each of practicing law and driving innovation initiatives in large legal organizations, Shaver draws upon her experience as well as broad industry knowledge to inform this practical guide.
In addition to strategy suggestions, the Handbook delves deeply into methodologies for change. Shaver provides an overview of effective methods drawn from other industries that can be leveraged within legal to support and supercharge innovation efforts, equipping lawyers and legal innovation leaders with tools that will help them drive real change within their organizations.
In The Handbook for Legal Innovation, Shaver, the 2020 ILTA Legal Innovation Leader of the Year and a College of Law Practice Management Fellow, outlines how to set up an effective strategy for innovation, provides practical guides for conducting current-state audits, establishes frameworks to help identify project priorities, and outlines how to build and grow the right team. With 20 years of experience in the legal industry, including a decade each of practicing law and driving innovation initiatives in large legal organizations, Shaver draws upon her experience as well as broad industry knowledge to inform this practical guide.
In addition to strategy suggestions, the Handbook delves deeply into methodologies for change. Shaver provides an overview of effective methods drawn from other industries that can be leveraged within legal to support and supercharge innovation efforts, equipping lawyers and legal innovation leaders with tools that will help them drive real change within their organizations.
Reviews / Votes
This is the most practical guidance for innovation in law firms I have seen. As one could expect from Nikki Shaver, it is comprehensive, filled with useful tips and frameworks and well written. Built on strong theoretical frameworks this will be the go-to guide for any law firm serious about innovation. -- Jeroen Plink More and more law firms are realizing that innovation is not just a client expectation or a nice public relations story. As in other businesses, new service delivery models can be very good for the firm's own bottom line. However, it is sometimes difficult to determine what to build, and it is always difficult to drive the necessary change. Nikki Shaver's Handbook for Legal Innovation does the industry a great service by providing a roadmap for not only identifying opportunities to innovate, but also for driving those projects to success. -- Brad Blickstein Innovation is not a destination, but a direction of travel. Where are your clients headed? How will you make sure you are there with them? Nikki has captured a human-centric, practical approach for propelling innovation in your firm. Look here and get moving. -- Heath Harris To anyone who has (recently) started working in legal innovation in a law firm or in-house. As you may have noticed, working in innovation in a law firm or legal department can be difficult. The Handbook for Legal Innovation has helped me navigate my innovation role in a law firm by guiding me through the relevant areas of work. I highly recommend this book to anyone working in legal innovation. -- Laura Binghenheimer I can't recommend it highly enough! I always keep it within reach, even when I'm traveling. -- Luis Alves DiasMore 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: 157 mm
Thickness: 18 mm
Weight
500 gr
ISBN-13
978-1-78742-913-0 (9781787429130)
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
Nicola Shaver
The Handbook for Legal Innovation
E-Book
05/2023
1st Edition
Globe Law and Business
€92.99
Available for download
Nicola Shaver
The Handbook for Legal Innovation
E-Book
05/2023
1st Edition
Globe Law and Business
€93.99
Available for download
Person
By Nicola Shaver
Content
About the author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
by Oz Benamram, chief knowledge and innovation officer at Simpson Thacher and Bartlett LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
The boom in legal technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviii
Leading innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xix
Who this book is for . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
A note on terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxii
PART 1: Establishing and Building your Innovation Function
Chapter 1: The impetus for change
Why change, why now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Chapter 2: Establishing a vision
Crafting your vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Checklist: Setting a vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Chapter 3: Innovation strategies for culture change
Developing a strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Sample strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Examples of broad educational programming . . . . . . . . . . . . . . . . . . . . 25
Sample engagement best practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Checklist: Establishing a strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Chapter 4: Planning for the future
Three Horizons theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Innovation ambitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Budgeting for future growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Checklist: Planning for multi-horizon growth . . . . . . . . . . . . . . . . . . . . . . 44
Chapter 5: Building a portfolio of initiatives
What is an audit?..................................................... 48
Sample knowledge audit questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Sample innovation audit questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Building a project portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
SWOT analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Client-facing initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Listening programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Checklist: Identifying strategic projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Chapter 6: Determining priorities
Categorizing projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Value versus effort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Project streams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Business planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Checklist: Prioritizing strategic initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Chapter 7: Creating and growing an innovation function
Roles in KM and innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Organizational structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Building your team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Hiring hints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Checklist: Building your team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
PART 2: Methodologies for Change
Chapter 8: Supercharging your strategy
TNT - Tiny Noticeable Things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Locating bright spots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Appreciative inquiry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
A note on mental health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Checklist: Optimistic change approaches . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 9: Change management
What is change management? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
The change curve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Change planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Building your change team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Overcoming resistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Influencing without authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
A note on process change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Checklist: Managing change during a complex project . . . . . . . . . . 141
Chapter 10: Communications and storytelling
Developing a communications plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Communicating the vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
Five tips for communicating your vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Elevator pitches....................................................... 152
Launch communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Low key change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Seven Touches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
WIIFM messaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Personas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
The power of storytelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
The difference between hearing and listening . . . . . . . . . . . . . . . . . . . . 160
Ten steps for effective communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Appealing to ethos, pathos, and logos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Checklist: Planning for effective communications . . . . . . . . . . . . . . . . 164
Chapter 11: Creative problem-solving and process improvement
Scientific method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Service design and design thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
Legal design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Systems thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
How to apply design principles in legal............................. 181
Manufacturing methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Upstream problem-solving and problem-prevention . . . . . . . . . . . . . 195
Two root cause analysis tools you can use now . . . . . . . . . . . . . . . . . . . 198
Checklist: Problem-solving and process improvement techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Chapter 12: Approaches to work and ways of working
Law as a business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Michael Porter's Five Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Red and blue ocean theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
The Innovator's Dilemma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
Software development methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Application to legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
Checklist: Effective ways of working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
Chapter 13: Product management
Product strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232
The Business Model Canvas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
The product development lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
Product management tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
Tips for productization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251
A note on value-adds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252
Checklist: Building successful products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254
Chapter 14: Incentives and adoption
Strategies for adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
Case study: Strategizing for adoption at King Wood Mallesons (KWM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258
Planning for adoption................................................ 259
Assessing the behavior change necessary for adoption . . . . . . . . . . 265
The adoption curve and the virtue of patience . . . . . . . . . . . . . . . . . . . 267
The qualities of adoptable innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
Locking in the old with the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272
Incentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
A note on disincentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Remedial adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276
Case study: Adoption success story at Nauta Dutilh . . . . . . . . . . . . . . 276
Adoption metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Word of mouth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280
Checklist: Adoption techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
About Globe Law and Business........................................ 294
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
by Oz Benamram, chief knowledge and innovation officer at Simpson Thacher and Bartlett LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
The boom in legal technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviii
Leading innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xix
Who this book is for . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
A note on terminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxii
PART 1: Establishing and Building your Innovation Function
Chapter 1: The impetus for change
Why change, why now? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Chapter 2: Establishing a vision
Crafting your vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Checklist: Setting a vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Chapter 3: Innovation strategies for culture change
Developing a strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Sample strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Examples of broad educational programming . . . . . . . . . . . . . . . . . . . . 25
Sample engagement best practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Checklist: Establishing a strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Chapter 4: Planning for the future
Three Horizons theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Innovation ambitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Budgeting for future growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Checklist: Planning for multi-horizon growth . . . . . . . . . . . . . . . . . . . . . . 44
Chapter 5: Building a portfolio of initiatives
What is an audit?..................................................... 48
Sample knowledge audit questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Sample innovation audit questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Building a project portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
SWOT analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Client-facing initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Listening programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Checklist: Identifying strategic projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Chapter 6: Determining priorities
Categorizing projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Value versus effort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Project streams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Business planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Checklist: Prioritizing strategic initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Chapter 7: Creating and growing an innovation function
Roles in KM and innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Organizational structures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Building your team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Hiring hints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Checklist: Building your team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
PART 2: Methodologies for Change
Chapter 8: Supercharging your strategy
TNT - Tiny Noticeable Things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Locating bright spots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Appreciative inquiry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
A note on mental health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Checklist: Optimistic change approaches . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 9: Change management
What is change management? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
The change curve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Change planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Building your change team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Overcoming resistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Influencing without authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
A note on process change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Checklist: Managing change during a complex project . . . . . . . . . . 141
Chapter 10: Communications and storytelling
Developing a communications plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Communicating the vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
Five tips for communicating your vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Elevator pitches....................................................... 152
Launch communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Low key change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Seven Touches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
WIIFM messaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Personas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 157
The power of storytelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
The difference between hearing and listening . . . . . . . . . . . . . . . . . . . . 160
Ten steps for effective communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Appealing to ethos, pathos, and logos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162
Checklist: Planning for effective communications . . . . . . . . . . . . . . . . 164
Chapter 11: Creative problem-solving and process improvement
Scientific method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Service design and design thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
Legal design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Systems thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
How to apply design principles in legal............................. 181
Manufacturing methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Upstream problem-solving and problem-prevention . . . . . . . . . . . . . 195
Two root cause analysis tools you can use now . . . . . . . . . . . . . . . . . . . 198
Checklist: Problem-solving and process improvement techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Chapter 12: Approaches to work and ways of working
Law as a business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Michael Porter's Five Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Red and blue ocean theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
The Innovator's Dilemma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 214
Software development methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Application to legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224
Checklist: Effective ways of working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227
Chapter 13: Product management
Product strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232
The Business Model Canvas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
The product development lifecycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
Product management tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244
Tips for productization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251
A note on value-adds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252
Checklist: Building successful products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254
Chapter 14: Incentives and adoption
Strategies for adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
Case study: Strategizing for adoption at King Wood Mallesons (KWM) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 258
Planning for adoption................................................ 259
Assessing the behavior change necessary for adoption . . . . . . . . . . 265
The adoption curve and the virtue of patience . . . . . . . . . . . . . . . . . . . 267
The qualities of adoptable innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 270
Locking in the old with the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 272
Incentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273
A note on disincentives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Remedial adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276
Case study: Adoption success story at Nauta Dutilh . . . . . . . . . . . . . . 276
Adoption metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Word of mouth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280
Checklist: Adoption techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
About Globe Law and Business........................................ 294