Innovation in Law Firms
Globe Law and Business Ltd (Verlag)
978-1-78742-955-0 (ISBN)
Innovation in legal services remains a hot topic, yet technology adoption does not always keep up with the hype. While there is a plethora of academic and professional research about the area, there is a lack of guidance on the practicalities of helping professionals actually get innovation right.
This book focuses on implementing innovation and the innovation process in a law firm, from pilot to adoption and everything in between (whether that be within the law firm itself or undertaken by the law firm’s clients).
Innovation in Law Firms is packed with insight from the authors who lead the award-winning innovation team at Weightmans, and who have experience of starting innovation from scratch, as well as viewpoints ranging from the strategic, board-level perspective to the on-the-ground experience of actually doing innovation projects. It is practical rather than theoretical in style and aims to fill some of the adoption gap by exploring the highs and lows of innovating in law firms, and outlining practical steps that can be taken to mitigate some of the potential pitfalls.
Whether at the start or part way through an innovation journey, this book allows readers to dip in and out, providing guidance on specific issues as they arise as part of the innovation lifecycle.
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Introduction: What has Donoghue v. Stevenson got to do with innovation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1: A faster horse or the moon on a stick? . . . . . . . . . . . . . . . . . . . . . 1
Client-led innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The business of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Getting started – big picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Getting started with no money and no team . . . . . . . . . . . . . . . . . . . . . . . . 15
The importance of a vision (and Board support) . . . . . . . . . . . . . . . . . . . . 17
What does success look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
“You know this might not work, right?” – being comfortable with the uncomfortable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Forming, storming, norming, and performing – bringing together people with curiosity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Listen, talk, network, and listen some more – deciding what to do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
It’s not just about the technology – starting the hearts and minds journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 3: Getting started – proofs of concepts and methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
The ideation process – creating a hopper of ideas . . . . . . . . . . . . . . . . . . . 31
Does it solve a problem and is it doable? Prioritizing ideas . . . . . . . . . . 34
Running a pilot – from timing and success criteria to risk approval and everything in between . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
An A-Z of useful (legal and non-legal) methodologies – taking what is useful and applying a liberal dose of common sense . . . . . . . . . . . . . . 46
Example pilot action plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Chapter 4: Skills, team, and bringing others with you – recruiting your “pirates in the navy” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How it helps to be a jack of all trades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How to encourage rebel ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Intrapreneurship – finding your “pirates in the navy” . . . . . . . . . . . . . . . 61
Innovation is contagious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
It is not the size of the innovation team that matters, but the careful curation of it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 5: When it works – lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Not all subject matter experts are born equal – how to spot the right ones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Ensuring you have the right people, in the right room, at the right time, on the right page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
How to help your subject matter expert with innovation . . . . . . . . . . . 82
How your subject matter expert should help you . . . . . . . . . . . . . . . . . . . 87
We have an interested client, now what? Minimum Viable Products and managing expectations . . . . . . . . . . . . . . . . . . . . . . 88
Is it repeatable and scalable (and does it always matter)? . . . . . . . . . . . . 90
Chapter 6: Change management – dealing with people . . . . . . . . . . . . . . 93
The “I’ve promised the client an app for that” lawyer . . . . . . . . . . . . . . . . 94
The naysayer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
The keyboard warrior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
The obdurate litigator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
The “That should be free for my client” lawyer . . . . . . . . . . . . . . . . . . . . . . 101
The enthusiastic amateur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
The “Can we have an app for that” lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
The technology visionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
The overcommitted lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
The baffled-by-Excel lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
The only interested the week before my appraisal lawyer . . . . . . . . . . . 109
The gold dust lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 7: So, you want me to collaborate? . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Internal collaboration – working with lawyers and business services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Working with clients – the moon on a stick . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Working with external suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with other law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with academia – is there a disconnect between research and reality? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Working with funding bodies – dealing with life at a different pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Working with micro and start-up businesses . . . . . . . . . . . . . . . . . . . . . . . . 132
Chapter 8: When things go wrong – bouncing back from lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving the wrong problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving a symptom and not a root cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Seduced by the art of the possible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Boiling the ocean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Being swayed by the loudest voice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
The wisdom of crowds or following like lemmings? . . . . . . . . . . . . . . . . . 144
Assuming the end user knows what they want . . . . . . . . . . . . . . . . . . . . . . 145
Having a solution before you know what the problem is . . . . . . . . . . . . 146
Spending time on the urgent rather than the important . . . . . . . . . . . . 147
Failing – not enough? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Chapter 9: If you build it, who will come? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
From pilot to roll-out – hurdles, pitfalls, and the problem of reacting to anecdote rather than data . . . . . . . . . . . . . . . . . . . . . . . . . . 150
What are you measuring – what does adoption success look like? . . . 152
Innovation solutions becoming business-as-usual – how do you gather momentum and let go? . . . . . . . . . . . . . . . . . . . . . 156
Following the crowd – adoption because everyone else is using it . . . 157
Chapter 10: Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Professional obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
People and organizational barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Chapter 11: Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Marketing teams – awards and the warm PR glow . . . . . . . . . . . . . . . . . . . 173
IT teams – products, architecture, and security . . . . . . . . . . . . . . . . . . . . . . 176
Risk teams – a changing risk appetite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Internal client and legal teams – just do it (even if we cannot define “it”) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 12: The next big thing – looking forward . . . . . . . . . . . . . . . . . . . . . 185
Has all the digital lipstick gone? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Towards a sustainable innovation model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
What next after the O-shaped lawyer? Upskilling future leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
| Erscheint lt. Verlag | 31.10.2024 |
|---|---|
| Verlagsort | London |
| Sprache | englisch |
| Maße | 160 x 240 mm |
| Themenwelt | Recht / Steuern ► EU / Internationales Recht |
| Recht / Steuern ► Privatrecht / Bürgerliches Recht ► Berufs-/Gebührenrecht | |
| ISBN-10 | 1-78742-955-5 / 1787429555 |
| ISBN-13 | 978-1-78742-955-0 / 9781787429550 |
| Zustand | Neuware |
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