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Email is a paradox. Do you wish you received less email? Sure you do. Do you want to live without the convenience of electronic mail? Of course you don’t. The paradox is email simultaneously empowers and overwhelms its users. For many organizations, the largest costs after rent and compensation are the organizational cost of email access, management and retention. The Baker Robbins & Company email wellness 2009 survey seeks to understand the paradox in context of law firms.
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1© 2009 Baker Robbins & Company
Policy
software
user behavior
mailbox quotasFILERS
pilers
email managementenforcementlitigation hold
“this is my email, not yours”
Inbox Zero
Outlook stabilit
yorganization
Sheer overload
2© 2009 Baker Robbins & Company
• Hypothesis
– Can policy and software influence user behavior regarding email management?– Can email filing productivity be measured?
• Survey details
– Between March and May 2009, 230 organizations were asked to participate in this survey.
– 65 organizations completed the on-line survey, or 30% response rate. – 54 returned the optional quantitative scripts to measure email and document growth
rates.
http://bit.ly/emailwellness
3© 2009 Baker Robbins & Company
Email Wellness Results 2009Fast Facts and Conclusions
• 86% say email is important to long-term success of their organization
• Only 9% are confident they can produce the entire client electronic file
• 86% complain they do not follow email management guidelines because the volume is too high; 81% have no free time to file
• Email filing productivity is less than 40% of target filing rate. Productivity is measured as the rate of emails tagged with a client-matter number verses documents. Three emails are tagged for every document created. Target rate is 7:1.
• Individuals spend more than 2 hours per day processing their emails; 1-in-5 spend more than 3 hours per day
• Finding, storing, and recovering email is now more important than spam
4© 2009 Baker Robbins & Company
Software
The survey requested information on software used for email, email archiving and records management.
5© 2009 Baker Robbins & Company
6© 2009 Baker Robbins & Company
7© 2009 Baker Robbins & Company
8© 2009 Baker Robbins & Company
Measure Effectiveness
80% of the survey respondents provided quantitative data from their iManage libraries regarding the mixture of email and documents associated with a matter. We call this Filing Effectiveness and cast it as a ratio of email-to-documents. Higher is better.
9© 2009 Baker Robbins & Company
10© 2009 Baker Robbins & Company
LibraryModel Firms % Avg
. L
ib C
ou
nt
Avg
. A
rch
ive L
ibs
Avg
. L
it H
old
Lib
s
Years
of
fili
ng
Centralized 38 58% 3 0.7 0.3 2.0Distributed 18 28% 11 1.4 0.1 1.6Regionalized 9 14% 5 1.0 0.3 2.5
11© 2009 Baker Robbins & Company
Date Library Model Firms Filing RateAll Centralized 21 1.9All Distributed 6 2.2All Regionalized 5 2.8
12© 2009 Baker Robbins & Company
13© 2009 Baker Robbins & Company
Policy
The survey explored what official firm policy existed concerning client communications and work product in paper and electronic form. We also explored who is responsible for policy communication and enforcement
14© 2009 Baker Robbins & Company
15© 2009 Baker Robbins & Company
16© 2009 Baker Robbins & Company
Email filing rates improve with an e-policy that is CONTINUOUSLY communicated
Em
ail:
Do
c R
atio
Months MCC
No Policy& no archiving solution
60 daysEnforced, Delete from inbox and Sent items, not subfolders; no email archiving
3 yearsOnce per year, delete if > 3 yrs old
No Policy& no archiving solution
90 daysEmail reminder only, not enforced uses email archiving tool
0 6 12 18 24 30 36 42 48
7
6
5
4
3
2
1
17© 2009 Baker Robbins & Company
18© 2009 Baker Robbins & Company
Products + PolicyThe findings in the survey support the notion that a fabric of policy, product, leadership and coaching are the elements of email wellness in a law firm.
Policy – what to keep, where to keep it
Product – technology to aid users, enforce policy
Leadership – advocacy and commitment; employees observe leaders in how they follow the policy
Coaching – changing behavior is not accomplished via “memo”
19© 2009 Baker Robbins & Company
20© 2009 Baker Robbins & Company
Email Policy Governancewho leads and enforces?
What is the role of these groups in email policy (IT, Records, General Counsel, Risk Mgmt, Records or Tech Committee)? Possible roles are: Not involved, Educate, Enforce, Perform archive-disposal.
21© 2009 Baker Robbins & Company
22© 2009 Baker Robbins & Company
Learn more
2009 Survey results are available http://bit.ly/emailwellness or engage in eRecords lessons at the community site Electronic File 2.0 (http://insight.brco.com/e2.0).
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