2. Share Your Toys: Collaboration is a Team Sport Terry Crum Chief Knowledge Officer and Director, Global Information Services Jones Day LAWNET 2003 Terry Crum Chief Knowledge Officer and Director, Global Information Services Jones Day LAWNET 2003

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4. TGTETGC X X X X XX X X XXX PASS PLAY QB HB FB WR

5. Is Lawyering a Team Sport? Observations –Law is parochial, limiting the need for collaboration across jurisdictions and geographies. –Large law firms are likely collections of smaller practices and solos who have banded together for strategic advantage (e.g., income hedging, full- service strategies, etc.). –Prevailing reward systems (e.g., eat-what-you-kill) encourage lawyers to corral work for themselves-- especially when work is scarce. Observations –Law is parochial, limiting the need for collaboration across jurisdictions and geographies. –Large law firms are likely collections of smaller practices and solos who have banded together for strategic advantage (e.g., income hedging, full- service strategies, etc.). –Prevailing reward systems (e.g., eat-what-you-kill) encourage lawyers to corral work for themselves-- especially when work is scarce.

6. Is Lawyering a Team Sport? Conclusion –Lawyering is a more akin to Track & Field than to Football. (Each athlete competes individually but scores are summed to a team. At times, athletes work together to win a given event (e.g., relays). Conclusion –Lawyering is a more akin to Track & Field than to Football. (Each athlete competes individually but scores are summed to a team. At times, athletes work together to win a given event (e.g., relays).

7. To What Extent Do Lawyers Need to Collaborate? Finding a specialist Finding information, answers Building on prior work product Distributing excess work Training newer lawyers Finding a specialist Finding information, answers Building on prior work product Distributing excess work Training newer lawyers

8. Finding a Specialist How its done today –Telephone call to colleague. –Request-for-information broadcast e-mail. Opportunities to improve –Conduct a social network analysis. –Collect specialist expertise in a central system. Barriers to change –Difficulty collecting current and accurate expertise profiles (i.e., grade inflation). –Some decision makers have not broken mentality. How its done today –Telephone call to colleague. –Request-for-information broadcast e-mail. Opportunities to improve –Conduct a social network analysis. –Collect specialist expertise in a central system. Barriers to change –Difficulty collecting current and accurate expertise profiles (i.e., grade inflation). –Some decision makers have not broken mentality.

9. Finding Information, Answers How its done today –Telephone call to colleague. –Request-for-information broadcast e-mail. –Search for prior work product. –Primary, secondary source searches. Opportunities to improve –Global, syndicated search engine; returning both content and author information. –Specialist libraries (e.g., Labor & Employment Database) Barriers to change –Technical challenges, especially in geographically dispersed Firms. –Lawyer distrust in quality of content. –Moderate to high development costs. How its done today –Telephone call to colleague. –Request-for-information broadcast e-mail. –Search for prior work product. –Primary, secondary source searches. Opportunities to improve –Global, syndicated search engine; returning both content and author information. –Specialist libraries (e.g., Labor & Employment Database) Barriers to change –Technical challenges, especially in geographically dispersed Firms. –Lawyer distrust in quality of content. –Moderate to high development costs.

10. Building on Prior Work Product How its done today –Hardcopy precedent files. –Document management systems. –Informal e-mail collections. Opportunities to improve –Clause libraries. –Specialized content, model collections. –Processes to identify quality precedent. Barriers to change –Technical challenges. –Content development costs. –Keeping content current and reliable. How its done today –Hardcopy precedent files. –Document management systems. –Informal e-mail collections. Opportunities to improve –Clause libraries. –Specialized content, model collections. –Processes to identify quality precedent. Barriers to change –Technical challenges. –Content development costs. –Keeping content current and reliable.

11. Distributing Excess Work How its done today –Reliance on a known network of lowest-cost but proven performers. Opportunities to improve –Gauge work appropriately to the right resources (Johns example of low cost lawyer taking three hours v. him @ $300). –Associate availability systems. Barriers to change –Desire to collect as much work as possible in slow times. How its done today –Reliance on a known network of lowest-cost but proven performers. Opportunities to improve –Gauge work appropriately to the right resources (Johns example of low cost lawyer taking three hours v. him @ $300). –Associate availability systems. Barriers to change –Desire to collect as much work as possible in slow times.

12. Training Newer Lawyers How its done today –Elaborating on issues as they are encountered in actual matters. Opportunities to improve –Development of diligence lists, checklists. –Transactional systems that capture content and information about actual deals. Barriers to change –Training issues. –Change management. How its done today –Elaborating on issues as they are encountered in actual matters. Opportunities to improve –Development of diligence lists, checklists. –Transactional systems that capture content and information about actual deals. Barriers to change –Training issues. –Change management.

13. Questions & Answers ? ?