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ILTA Conference Encore: The Knowledge Management Sessions Michael Mills Tim Golden David Hobbie Rachelle Rennagel Milena Higgins Joshua Fireman Patrick.

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Presentation on theme: "ILTA Conference Encore: The Knowledge Management Sessions Michael Mills Tim Golden David Hobbie Rachelle Rennagel Milena Higgins Joshua Fireman Patrick."— Presentation transcript:

1 ILTA Conference Encore: The Knowledge Management Sessions Michael Mills Tim Golden David Hobbie Rachelle Rennagel Milena Higgins Joshua Fireman Patrick DiDomenico (Moderator)

2 Six Great Sessions (KMPG) 1.The Rise of Expert Systems: Threat or Opportunity to Traditional Legal Services? 2.KM, Security and Compliance: Fist Fight or Compromise? 3.Leveraging Experience To Enhance the Bottom Line: New Information and New Tools 4.It's a Failure Party! How To Celebrate These Learning Opportunities 5.Gaming the Lawyers: Driving Adoption, Contribution and Change 6.Upselling KM: What Would Don Draper Do?

3 The Rise of Expert Systems: Threat or Opportunity to Traditional Legal Services? Michael Mills President & Chief Strategy Officer, Neota Logic Inc.

4 ILTA 2014 The Rise of Expert Systems: Threat or Opportunity to Traditional Legal Services? Michael Mills, Neota Logic Scott Rechtschaffen, Littler Tanina Rostain, Georgetown Law

5 An expert system is … a mechanism with which to acquire expertise from one or more experts and structure it so it can be delivered to many others

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7 Knowledge Base Knowledge Representation Methods Knowledge Base Knowledge Representation Methods Boolean rules Formulas and other mathematical expressions Multi-factor weightings Spreadsheets Constraints Similarities And other reasoning methods …

8 Inference Engine Automatically apply the relevant reasoning Declarative rather than procedural Backward & forward chaining Truth maintenance Drive interactions with users and external systems Explain itself

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11 Expert Systems for Business Development 11

12 12 Expert Systems for Internal Quality Assurance

13 13 Expert Systems for Revenue Generation Analyze under federal and state laws Individualized analysis for each worker helps avoid class claims

14 students build legal expert competition Iron Tech LawyerIron Tech Lawyer

15 KM and Security and Compliance: Fist Fight or Compromise? Tim Golden Manager, Enterprise Architecture & IT Governance, McGuireWoods

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22 Leveraging Experience To Enhance the Bottom Line: New Information and New Tools David Hobbie Litigation Knowledge Manager at Goodwin Procter

23 It's a Failure Party! How To Celebrate These Learning Opportunities Rachelle Rennagel E-Discovery Counsel and Director of Practice Technologies at Patterson Belknap

24 Presenter: Rachelle Rennagel Dir. Of Practice Technology & eDiscovery Counsel Patterson Belknap Webb & Tyler

25 Thoughts on Failure

26 Creating a Safe Space to Learn from Failure Importance of buy-in and transparency It’s OK to Fail! Illustration by Luc Galoppin26

27 My Learning Opportunity: New Software

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29 POC Lessons Learned EXPECTATIONSPATIENCE

30 Gaming the Lawyers: Driving Adoption and Contribution and Change Milena Higgins Director of Litigation Knowledge Management at Fish & Richardson

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32 Upselling KM: What Would Don Draper Do? Joshua Fireman Founder and President of Fireman & Company

33 Upselling KM: What Would Don Draper Do? Joshua Fireman Meredith Williams Tom Baldwin

34 In the words of our client… “I want to sell KM in my firm. This isn’t the first time I’ve tried to make a case for it, but I’ve been shot down before. Partners don’t want the KM budget cutting into their personal art budgets. “ I keep telling them the world has changed, but they laugh - at me and behind my back. They don’t see the world changing; every catastrophe is sui generis. They have nothing to worry about - they have talent and happy clients. Just work hard, and the rest falls into place. I’d call [expletive removed], but I need a job. Somehow, I need to open their eyes and make the case for knowledge management. “I’ve decided to take what little budget I have and call in the experts. Screw the consultants - I’m going out of the box and hiring a top-end ad agency: RBF Partners. Let’s see what they can come up with…”

35 What is KM? An effective KM program will provide lawyers with tools and processes to more effectively and efficiently provide client services by: 1.generating and providing access to high-quality precedent and practice management content; 2.managing the proliferation of data and information, allowing lawyers rapid access to useful and relevant knowledge resources; and 3.leveraging the expertise of lawyers across the firm.

36 What is KM? An effective KM program will provide lawyers with tools and processes to more effectively and efficiently provide client services by: 1.generating and providing access to high-quality precedent and practice management content; 2.managing the proliferation of data and information, allowing lawyers rapid access to useful and relevant knowledge resources; and 3.leveraging the expertise of lawyers across the firm.

37 What is KM? Think about connections: Connect people with knowledge Connect people with people Connect people with solutions

38 What do lawyers care about? The ethical enforcement of the rule of law in a civil society?

39 What do lawyers care about? The ethical enforcement of the rule of law in a civil society? “It’s the money, stupid. The only difference between us and them is that we don’t pretend to be upholding centuries of gentlemanly tradition. In the end, why do anything unless there are dollars attached?”

40 Selling KM Inside the Firm “Law firms don’t actually have management - at least, not the way we would define it. They’re like a cross between Animal Farm and Lord of the Flies. All partners are created equal, but some partners are more equal than others. Plus, the damn conch shell keeps getting passed around, depending on who makes the most money.”

41 Selling KM Inside the Firm There is a traditional way of selling KM (Tom: “The Pollyanna Approach”): Do requirements, identify champions, do to management and tell them how great it will be to stop reinventing the wheel. The problem is that the “sell” is unmoored from measures of success (and often even explicit business goals). It’s not enough to say that it will “improve quality and efficiency” (plus, partners hear that and translate into “fewer hours billed”). The approach should be to answer the question: How are we going to build the business by increasing our ability to compete and drive new market share? The KM answers should flow from this premise.

42 Selling KM Outside the Firm Leverage existing tool/services/methods you already have in place and take them to clients. Selling to clients is a great way to prove the value of something and helps partners and those that might be somewhat skeptical see the importance.

43 ILTA Conference Encore: The Knowledge Management Sessions Michael Mills Tim Golden David Hobbie Rachelle Rennagel Milena Higgins Joshua Fireman Patrick DiDomenico (Moderator)


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