Improving Quality of Service with Knowledge Management in Law Firms

1. Improving Quality of Service with Knowledge Management in Law Firms

2. The rationale for implementing KM in Law Firms The role of KM in law firms Problems and barriers in introducing KM initiatives Critical factors contributing to the success of KM initiatives Agenda

3. The Rationale for Implementing KM in Law Firms

4. Problems for us Do any of these sound familiar to you? • Too much information or lack of information • Lack of awareness of information elsewhere in the organisation • Common use of out-of-date information • Inability to keep up-to-date with relevant information • Not knowing where to go for expertise in a specific area • Information literally “walking out of the door”

5. Lawyers as knowledge workers • Lawyers provide service by advising their clients base on their technical knowhow and problem solving expertise • Knowledge is the main asset they possess and the major product they sell

6. Explicit & tacit knowledge • Explicit Knowledge • Legal principles contained in statutes • Standard legal documentation • Best practice in the form of code of practice, guidelines, policies • Tacit knowledge • Skills, expertise and experience • Applying legal principle(s) then analysing the factual setting to reach conclusion

7. Challenges to Law Firms Efficiency High quality Pay less

8. Challenges to Law Firms

9. KM for lawyers Successful KM provides support to lawyers so they are able to: • Utilize their knowledge efficiently to provide the best timely service • Achieve and maintain their competitive edge in their industry

10. The Role of KM in Law Firms

11. Process model for law firms Legal Process Provision of preliminary advice Prepare legal documentation, negotiations, go thru legal procedures Closing deals, settling disputes Feedback & Debriefing

12. The role of KM in achieving and maintaining competitiveness Connection with the right person with the right experience and expertise competitiveness Dissemination of knowledge with the firm & to clients as value-added service Best practice / consistent level of service / avoid reoccurrence of mistakes Be able to show your competitiveness Efficiency Productivity KM initiatives Employee profiles Guidelines Procedures Standard Forms Precedents Performance Standards Feedback & Debriefing Mechanisms Corporate portal, intranet, extranet Pitching Provision of preliminary advice Output Project / matter review Feedback Business Process KEY: Business process Elements enhancing competitiveness KM initiatives

13. Problems & Barriers in introducing KM initiatives

14. Problems and barriers in introducing KM initiatives • Cultural barriers • Lack of participation • Lack of inter-organisational trust • Problems encountered by branches and regional offices in the adoption of KM systems • Legal risks e.g. violation of intellectual property law, unlawful disclosure of privacy and personal data

15. Solutions to problems and barriers • Management active support • Involve users during design and implementation • Develop a system that is tied to business needs • Provide appropriate training • Use multiple channels for communication and promotion • Introduction of incentive programs • Recognition of ‘ownership’

16. Critical factors contributing to the success of KM initiatives

17. Factors contribute to successful KM • Management buy-in • Thorough knowledge audit at the planning stage • Quick wins • KM system designed on the users’ point-of-view e.g. developing context-sensitive taxonomy for easy navigation • Provision of sufficient training • Culture that encourages knowledge sharing e.g. establish trust between individuals to encourage open interactions

18. Thank you