© 2007 Baker Robbins & Company RETURN TO MAIN Innovative Use of Technology in the Legal Department Hosted by David Rohde, Esq. Baker Robbins & Company.

© 2007 Baker Robbins & Company

RETURN TO MAINRETURN TO MAIN

Innovative Use of Technology in the Legal Department

Hosted by David Rohde, Esq.

Baker Robbins & Company

© 2007 Baker Robbins & Company | 2


Our Panel Experts

Peter J. Vissicchio | Pfizer Inc.– Business Technology Senior Manager whose team provides technology strategies,

delivery and support to an 800 person Legal organization– 14 years w/Pfizer helming systems standardization, cost savings and other IT roles

Mike Russell | Liberty Mutual Insurance– Strategic Legal Technologist - Enterprise Legal Services– Has spent past seven years supporting the automation for nearly 2,000 users in 60 sites,

including corporate and field legal, internal business clients, and outside counsel– Former law firm consultant, IT Director & CTO, actively involved in ILTA for 14 years

Risa Schwartz | Cisco Systems, Inc.– Head of Knowledge Management – Cisco Legal, setting KM strategy and building

resources/tools to provide industry-leading client service – Manager of KM at Wilson Sonsini Goodrich & Rosati prior to joining Cisco– Seasoned attorney, practicing law prior to joining the ranks of KM professionals



Our Moderator

David Rohde, Esq. | Baker Robbins & Company– 11+ years experience as both courtroom litigator and legal technology project

manager

– Implemented new technologies in support of complex litigation and designed and implemented case and matter management systems

– Lead in successful initiatives to re-engineer business processes and litigation workflow

– Senior Counsel for Information Technology at the New York City Law Department prior to BRCo



Overview of Today’s Panel Discussion

How Existing Technology is Ingeniously Used Today

Drivers for Innovation

Approach to Innovation

Impact of Innovation

Questions & Answers







Cost savings

Technology shift

Access to data

New business need

Regulatory/statutory/legal requirements

Risk management

Usability improvements – user feedback

Total quality management, six sigma, etc.



Drivers for Innovation | Case Study 1

Innovative Use of Technology in Corporate Law Department

Problem: Need for robust legal data warehouse (LDW) for advanced analytical reporting

– The need for the warehouse arose as Pfizer’s Legal Division completed the deployment of an integrated set of transactional tools for budgeting, matter management, patent and trademark administration and electronic billing

– Each individual integrated systems had particular reporting limitations, making pulling together data across the multiple systems ranged from difficult to virtually impossible





Solution: Build a comprehensive data warehouse that combined each system’s daily transactional data into an easily accessible, flexible and manageable structure

– LDW built using company standard tools and leverages a corporate shared service for hosting

– Allows IT and users to develop and run complex dashboards and reports that cross source system boundaries and include capabilities such as charting and drill down

– Day to day operational support and minor enhancements are outsourced to offshore vendor at highly competitive rates





Technology Oracle – Leveraging a typical star schema with a small number of fact

tables linked to various hierarchal dimension tables to support drill down via dimensions such as date/time, department, geography, patent family, matter etc.

Informatica – Most ETL (extraction, transformation and load) routines

Business Objects – All reports, dashboards and ad-hoc access



Approach to Innovation | Case Study 2

Innovative Use of Technology in Legal Department

Problem: Improve process for processing and paying paper law firm and vendor invoices.

– Original process was entering paper invoice data into Excel spreadsheets, which offered no capability for tracking workflow or reporting, and many opportunities for error

– Despite having over 80% of firms using eBilling, this until still handles a monthly volume of 5,000 – 6,000 paper invoices

– While most invoices are in the range of 5-13 pages, some (quarterly) exceed a thousand pages





Solution: Shift away from paper, repurpose existing commercial off the shelf technology to treat invoices as documents in DMS

– Allows for capturing basic metadata about each invoice and then attaching a PDF scan of the paper to the metadata

– Workflow functionality implemented to allow work to be assigned to bill processors and monitored by supervisors, including both age and dollar value of work in process

– Users were equipped with dual monitors to ease the change to imaged paper and increase efficiency when reviewing bills (on one screen) and looking up or entering other data on the other screen





Technology Documentum WebTop – Out of the box web front end for the

Documentum Content Management System; customized by internal IT developers to capture needed invoice attributes; simple interfaces to other systems of record (i.e. firm names & TINs, etc); workflow (document lifecycle) and exports of metadata to reporting environment.

Adobe Acrobat Standard – Off the shelf technology used to review and annotate/mark-up bills electronically.





Problem: Need for question and answer collaboration tool for contract policy explanation and issue resolution that is integrated with e-mail, with Q&A captured in a searchable knowledgebase for re-use; Problem Part Deux: need to enhance existing system’s integration with e-mail, playbook content and contract management system

– The need for a collaboration tool and playbook repository arose as Cisco and Cisco Legal expanded globally and business units and attorneys needed to resolve contract negotiation issues quickly and share information

– Original process was to call or e-mail colleagues with questions, with each person preserving written information on their own hard drive; playbooks (annotated guides to major contracts) were updated when new information was passed from an individual to the playbook content manager

– Current bulletin board system is partially integrated with e-mail (making responses to queries cumbersome if the attorney cannot access a browser) and with playbook’s standard and fallback clauses and explanatory materials, and not integrated contract management system or document assembly software





Solution: Build a collaboration tool that allowed users to ask and answer questions; includes capabilities such as e-mail notification for new questions, captured Q&A, auto-classification of Q&A, playbook content, and a searchable knowledgebase.

– Built a custom “communities” framework using a third-party message board software

– Allows users to access knowledgebase of playbook content and previously-asked Q&A, and to post questions and answers

– System functionality allows for Q&A to automatically display in appropriate content sections, and includes capabilities such as e-mail notification for new questions

– To-Be: respond via e-mail or browser; anonymous postings, playbook content managers' updates uploaded by IT to contract management system

In Progress Solution: Investigate migrating to wiki platform or upgrading “communities” infrastructure in order to fully integrate Q&A with e-mail, playbook and contract management system





Existing Technology Web Crossing – “communities” infrastructure, a collaboration server

engine with built-in message board functionality, Solaris v. 5.8 environment; customized by internal IT developers who implemented a J2EE framework; Oracle database

Investigating New Technology Wiki / “LAMP” (Linux/Apache/MySqL/PhP) platform – Leveraging wiki

technology to support integration with standard e-mail for notifications and replies to conversation threads, and facilitate editing of content and playbook materials

Web Crossing upgrade







Technology landscape and practicality quotient

Technology Context

– Platform

– Method/Use/Extension

– Tools

– Deployment

– Support




Technology landscape and practicality quotient

How do you Research/Define the Technology Approach?

– Gartner or Other Institutional Research

– Peer Network

– Vendor Communities

– Web Communities

– Other Avenues







Lessons Learned

– Lessons learned on this project would inform your approach on the next project

– What went right, what went wrong

Cultural Impact

– How the innovation was received by the user community

– Unexpected benefits

– Proliferation of the technology or the idea behind it (e.g. viral effect)

– Specific approach to managing the cultural impact

– Other ‘culture” issues



Group Discussion and Questions

Interactive Q&A with the panel…

Share your innovative uses of technology….



Thank You!

Contact the panel members:

Mike Russell – [email protected]

Peter Vissicchio – [email protected]

Risa Schwartz – [email protected]

David Rohde – [email protected]

© 2007 Baker Robbins & Company RETURN TO MAIN Innovative Use of Technology in the Legal Department Hosted by David Rohde, Esq. Baker Robbins & Company.

Documents

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innovation slide

main drivers

existing technology

information technology

technology strategies

shelf technology

main approach