© 2009 Baker Robbins & Company
Extending the Value of WorkSiteITLA Regional Presentation July 14-15, 2009
Peter Buck, Mark Denner, Liza Madden, Marilyn Sink & JB Trexler Baker Robbins & Company
Joe BuserTraveling Coaches
ResourcesWorkSmart blog http://insight.brco.com/worksmart/blogElectronic file 2.0 about eRecords http://insight.brco.com/e2.0/
Baker Robbins & Company and Traveling Coaches, Inc. describe how to increase the effectiveness of your iManage WorkSite environment to manage the electronic client file in current economic times.
Agenda 10m - Key Market Forces – how the economy impacts our choices today50m - Responding with WorkSite – how to show value with the platform20m - Delivering Change – how to calibrate your learning message
2© 2009 Baker Robbins & Company
Key Market ForcesWhat’s Keeping Law Firm Partners Awake at Night…
Current slow revenue and productivity growth foreshadowed in 2008 as 6-8% drop in productivity
Productivity continues to soften compared to prior years, up 12% over 2007
Redistribution of practice group activity from Financial Services and Real Estate to IP Litigation and Bankruptcy
2009 Economic Realities
Based on data from Hildebrandt Peer Monitor. Contact James Jones.
2009/2010 OutcomesModest revenue growth in 3% range, but net income targeted down by 15% over 2008
Attorney to secretary ratios to rise up to 5:1
Expenses, relative to demand, continue to rise.
The 17-year old hourly business model is being tested
3© 2009 Baker Robbins & Company
Productivity Analysis (Avg Hrs / Mo)
100
110
120
130
140
150
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 J an
2005 2006 2007 2008 2009
Al l
Assoc
E P
NE P + OC
Productivity Challengedemand for services remains soft based on monthly billable hours
4© 2009 Baker Robbins & Company
Key Market ForcesWhat’s Keeping IT Awake at Night…
Client file now in digital form. Email contains 75% of business content
Lawyers now being brought into Lit Holds + Discovery in ways that they were once protected
Information Management, Digital reality
2009 Baker Robbins & Company Email Wellness survey revealed
Only 9% survey respondents confident they can produce the entire electronic client file
86% complain they do not follow email management guidelines because the volume is too high
See http://insight.brco.com/e2.0 for the 2009 email wellness survey
5© 2009 Baker Robbins & Company
Take Advantage
The key challenge for law firms in 2009 and beyond is to “shift gears” from a model premised on growth and
expansion to one premised on the more efficient and cost effective delivery of legal services.
The IT community must take this into consideration in planning and project delivery. You must enable lawyers to become an “enhanced practitioner” (Susskind) that blend legal skills with deal/project delivery. They need different tools for different times.
6© 2009 Baker Robbins & Company
Deliver on the WorkSite Investmentthree steps to leverage your document management platform
Lower system total cost of ownership
Improve Productivity through learning
Manage email with practical lifecycle + policy
Leverage the existing
investment in WorkSite
1
3 2
7© 2009 Baker Robbins & Company
Lower WorkSite TCO
• Centralize and consolidate WorkSite libraries– Reduce system administration costs– Reduce hardware and software costs
• Scalability and performance challenges– 5:1 Email to documents – Chase the space – IDOL full text– WorkSite Archive Manager
• Evolve the infrastructure– 64-bit operating systems– WorkSite server virtualization– Windows N+1 clustering – Cost effective approaches to disaster recovery
• Reduce administrative overhead– Automated metadata administration and replication using Integration Appliance– Streamline workspace generation and assignments
8© 2009 Baker Robbins & Company
Deliver on the WorkSite Investmentthree steps to leverage your document management platform
Lower system total cost of ownership
Improve Productivity through learning
Manage email with practical lifecycle + policy
Leverage the existing
investment in WorkSite
1
3 22
9© 2009 Baker Robbins & Company
Concise Email Policy
10© 2009 Baker Robbins & Company
Email Lifecycle ManagementThis workflow is realistic and easy to implement
File in<= 60 Days
Store in personal folder
or Inbox
Deleted or Sent items
Emailcreated or received
Purged by law firm>= 6 Months
Life cycle retention managed via Records Management System
Non-RecordLimited Usefulness
Convenience MaterialsUseful for some period
Official RecordPreserve
Purged by law firm>= 2 Years
Move to official client/matter
Correspondence folder (DMS)
1
2
3
11© 2009 Baker Robbins & Company
Product Demonstrationshow WorkSmart products address key user community challenges
• Work the way users want to work with– Unites document profile + entire workspace in a single view
– No need to navigate the WorkSite tree
– Works with or without matter centric workspaces
• Improve MCC outcomes with – Simplify the workspace design process
– Provide flexible folder choices
– Support for complex matters
– Improve team collaboration
• Extend WorkSite’s reach with– Connect Workspaces with Matter Portals, Extranets and Dashboards
– Provide content in context
See more at http://insight.brco.com/worksmart/blog/?page_id=469
12© 2009 Baker Robbins & Company
Deliver on the WorkSite Investmentthree steps to leverage your document management platform
Lower system total cost of ownership
Improve Productivity through learning
Manage email with practical lifecycle + policy
Leverage the existing
investment in WorkSite
1
3 23
13© 2009 Baker Robbins & Company
• Training is a means to the end, not the end itself• The goal is always user adoption• Maximize adoption by providing a variety of information
touch points and learning opportunities• Technology commercials• WOW! sessions• Self-paced learning• Classroom training• One-on-one coaching• Reference materials• Subject matter experts
Improve ProductivityLearning vs. Training
14© 2009 Baker Robbins & Company
Improve ProductivityUser Adoption
• Deployment of new products and development of efficient processes do not guarantee maximum ROI on technology investment
• Just because we build it doesn’t mean they will come• Successful technology change is predicated on complete
user adoption of the new products and processes• Users are more likely to adopt solutions that have
demonstrable personal benefit• Firm-wide initiatives to ensure user adoption are required • Identification of the necessary core competencies and their
reinforcement through specific best practices is critical to success
15© 2009 Baker Robbins & Company
• Adoption of new technologies and new business processes is personal
• Investment in re-training for greater efficiencies
• Get beyond intellect and create an emotional response
• Different strokes for different folks: secretaries care about filing it while fee earners care about finding it!
• Communicate early and often and sell the project to gate keepers, influencers and champions
• Use peers to break the cycle of resistance• Teach best practices to circumvent non-supported processes• Alignment of firm policies to personal habits
Improve ProductivityWhat’s in it for me?
16© 2009 Baker Robbins & Company
Realizing the WorkSite Promiseclosing comments
1. Lower WorkSite TCO with virtualization and Chase the Space practices
2. Push work to right staff in the right location with WorkSpace Extender, with SmartSpace Wiki integration
3. Streamline lawyer inbox with clear, frequently communicated Email Lifecycle Management story
4. Plan and continue change management with learning suited to your community.
The IT community must plan and delivery projects differently in 2009-2010. You must enable lawyers to become an “enhanced practitioner” (Susskind) that blend legal skills with deal/project delivery. They need different tools for different times.
Learn More about…WorkSmart: http://insight.brco.com/worksmart/blogBaker Robbins & Company: http://www.brco.com/worksmart Travelling Coaches: http://www.travelingcoaches.com/training.htm