KNOWLEDGE MANAGEMENT IN AN INTERNATIONAL LAW FIRM

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Presentation transcript:

KNOWLEDGE MANAGEMENT IN AN INTERNATIONAL LAW FIRM Sofia, 2 June 2006 Alberto Fortún

FOUNDATIONS OF KNOWLEDGE MANAGEMENT (KM) KNOWLEDGE IS POWER KNOWLEDGE MANAGEMENT(KM) IS VITAL TO A LAW FIRM’S EFFICIENCY AND COMPETETIVENESS Increasing lawyers’ knowledge = increasing firm’s assets CONCEPT: A systematic method to identify, capture and leverage the knowledge of individual lawyers so that this knowledge becomes an organizational resource benefiting clients, firm lawyers and the law firm (Byron Sabol, Managing Partner of a US firm)

GOALS OF A KNOWLEDGE MANAGEMENT GROUP UNIFY CRITERIA (Technical security for the client and for us) KNOWLEDGE TRANSMISSION (Training and communication of our profesionals) GREATER QUALITY OF DOCUMENTS (Equalization and brand image) REDUCE DUPLICITY (Saving time and costs)

Creation of a forum to discuss complex matters ACTIONS AND TASKS Specific co-ordination of Criteria (Specific support in the study of complex matters) Creation of a forum to discuss complex matters Commission for the Co-ordination of Criteria Communication of Criteria Creation of a Database for document models Knowledge transmission No duplicity of work Harmonization

ACTIONS AND TASKS Continuos Update and Technical Commissions Builds and manages a documental database of: Standards Experiences Resolution of technical enquiries (Telephone / e-mail: “Management of Commercial Knowledge”) Services: Informative bulletins for professionals, newsletter for clients, management for internal area education, unifying criteria, recopilating experiences etc.

Elaboration / Update standards STANDARDS AND QUALITY Elaboration / Update standards Greater Quality Harmonization Brand Image Types of standard documents: Formats Agreements Notes Due Diligence Company models A great part are available in English and French

Bibles of transactions Agreements Contractual Clauses Notes SHARING EXPERIENCES The documental database of experiences which KM Group includes: Bibles of transactions Agreements Contractual Clauses Notes Company models Legal opinions

PRACTICES AND FUTURE DIRECTIONS Staff allocation depends on firm size KM is carried out in various departments New initiatives focus on software, intranet and training KM is going entreprise – wide but tailored to practice groups Technology expenditure is minimal Attorney’s participation is crutial

KNOWLEDGE SPACE: INTRANET

KNOWLEDGE SPACE: RESOURCES

KNOWLEDGE SPACE: DATABASES

KNOWLEDGE SPACE: WEBLIBRARIES

KNOWLEDGE SPACE: ARCA

KNOWLEDGE SPACE: PRACTICE GROUPS

KNOWLEDGE SPACE

KNOWLEDGE SPACE: LEGAL INFORMATION CENTER

HOW LEFIS COULD BENEFIT LAW FIRMS (I) WIDENING THE LAWYER’S ORGANIZATION Network Trustmark Quality Know-How PROVIDING ATTORNEYS WITH MULTIDISCIPLINAR KNOWLEDGE ALLOCATING KM STAFF LOCATING “SOURCE PEOPLE” AND PUBLISHING WHO KNOWS WHAT

HOW LEFIS COULD BENEFIT LAW FIRMS (II) MINIMIZING TECHNOLOGY EXPENDITURE SHARING EXPERIENCES RELIABLE RESOURCES REFERENCE MATERIALS (Bookmarks and Links to resources and centers of opinion)