RETURN TO MAIN Current Awareness: Critical Information Management Tools ILTA 2007 Dennis Kennedy, Doug Hoover, Meredith Williams August 22, 2007

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Current Awareness:Current Awareness:

Critical Information Critical Information

Management ToolsManagement Tools

ILTA 2007ILTA 2007Dennis Kennedy, Doug Hoover, Meredith WilliamsDennis Kennedy, Doug Hoover, Meredith Williams

August 22, 2007August 22, 2007

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Our GoalOur Goal

Get you the info you need to make Get you the info you need to make an informed decision about this an informed decision about this technologytechnology

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Our Information EnvironmentOur Information Environment

• Information SilosInformation Silos

• Information OverloadInformation Overload

• Information UnderloadInformation Underload

• ““Continuous Partial Attention”Continuous Partial Attention”

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Our Current ProblemsOur Current Problems

• Must Visit Too Many PlacesMust Visit Too Many Places

• Spam InterferenceSpam Interference

• Too Many SilosToo Many Silos

• Disappearing InformationDisappearing Information

• Information FatigueInformation Fatigue

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Beyond the Hunter/Beyond the Hunter/Gatherer EraGatherer Era

• The Limits of SearchThe Limits of Search

• Email UpdatesEmail Updates

• Alerts, Intelligent AgentsAlerts, Intelligent Agents

• RSS, Feeds and BeyondRSS, Feeds and Beyond

• The “Daily Me”The “Daily Me”

• Actionable IntelligenceActionable Intelligence

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RSSRSS

• ““Really Simple Syndication” Really Simple Syndication” • ““A family of web feed formats A family of web feed formats

used to publish frequently used to publish frequently updated content such as blog updated content such as blog entries, news headlines or entries, news headlines or podcasts.”– Wikipedia (7/30/2007)podcasts.”– Wikipedia (7/30/2007)

• RSS formats are specified using RSS formats are specified using XMLXML

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News that News that comes to youcomes to you

J.D. LasicaJ.D. Lasica

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““Life-altering Life-altering technology”technology”

Dennis Kennedy, 2003 Dennis Kennedy, 2003 (Law Practice Magazine article)(Law Practice Magazine article)

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A Few Basic ConceptsA Few Basic Concepts

• RSS and newsfeedsRSS and newsfeeds• A word about feed flavorsA word about feed flavors• Newsreaders / aggregatorsNewsreaders / aggregators• Web newsreadersWeb newsreaders• Incoming, but also outgoingIncoming, but also outgoing

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A closer look at A closer look at news readers and news readers and aggregationaggregation

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Newsreaders let you Newsreaders let you triage and manage triage and manage information and bring information and bring you information you you information you can act uponcan act upon

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A Quick Newsreader DemoA Quick Newsreader Demo

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Using FeedsUsing Feeds

• Understanding the Wide Range of Understanding the Wide Range of FeedsFeeds

• Several PhilosophiesSeveral Philosophies• Finding FeedsFinding Feeds

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More control over More control over your information?your information?

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Improve efficiency?Improve efficiency?

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Enhance quality Enhance quality of information you of information you receive?receive?

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From awareness From awareness to action – to action –

Actionable Actionable intelligence?intelligence?

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Must RSS be Must RSS be part of mix?part of mix?

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Enough theory!Enough theory!

Let’s get practicalLet’s get practical

© Copyright, Thomson West, 2007

Ready, Willing and Able?Client Awareness in US Law Firms

Doug Hoover – Thomson West


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Types of Models

• Decisive: decisions are imposed from the top down by a hierarchy that is empowered to take responsibility and guide an organization with deliberate and orderly decisions executed from positions of power and trust based on their years of practical experience and ability to recognize and evaluate when risk or reward presents itself to the firm.

• Incisive: It is a wholly opposite, often chaotic, yet complimentary, even compulsory, set of dynamics that can vary many times greater in number and range of impact and occur mostly outside the control of decision makers and is exposed from the bottom-up.

Source: Arik Johnson, Aurora WDC Managing Director


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Compile

Client & Competitive Intelligence Process

Data CollectionData Collection

InformationInformation

KnowledgeKnowledge

IntelligenceIntelligence

DecisionDecision

ResultsResults

Analyze

CommunicateApply

Act

Adapted from William Y Wilson, NextStep and Timothy W. Powell, InfoStrat

Feedback

©Thomson West – all rights reserved

PurposePurpose


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CompileData CollectionData Collection


KnowledgeKnowledge


DecisionDecision

ResultsResults

Analyze

CommunicateApply

Act


Decision Makers- Practice Group

Partners

- Attorneys

- Business Dev/Sales

Marketing and Practice Area

Partners

Library – Secondary data

Client & Competitive Intelligence Process in Law Firms

Finance / Business Mgmt

Marketing /Bus Dev

Feedback

Marketing – Primary data


PurposePurpose


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Web Survey Respondents’ Demographics

<8018%

80-15021%

151-30027%

301-50014%

>50019%

Other16%

Business Dev. Dir. 4%

CMO16%

Info Prof28%

Mktg Director36%

By Size of Law Firm By Position

98 law firms 98 law firms

0%

20%

40%

60%

80%

100%

Perc

ent

of T

otal

Respondents’ Demographics

Note: Other includes: business development administrator, market research analyst, marketing coordinator, director of marketing and business development, CRM manager, competitive intelligence specialist, client relations administrator, director of research services


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Organizational Structure Responsibility for Client Awareness Activities

Library Only

MarketingOnly

Sharedbetween

Marketing& Library

Unclear

Marketing Only

Sharedbetween

Marketing& Library

Committee

Library Only

MarketingOnly

Sharedbetween

Marketing& Library

Unclear

PracticeGroup Managers

MarketingOnly

Sharedbetween

Marketing& Library

Library Only

Partners

Attorneys

Sharedbetween

Marketing& Library

MarketingOnly

>500 301 - 500 151 - 300 80 - 150 <80

20 14 26 21 17

0%

20%

40%

60%

80%

100%

Perc

ent

of T

otal

# of Attorneys

Responsibility for Client Awareness / Market Intelligence Activities

Note: Other includes: attorneys, paralegals, and committees (comprised by partners and attorneys)


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FTEs Dedicatedto CI Activities

FTEs Dedicatedto CI Activities

>300 <300

2.2

1.3

0

1

2

3

4

5

Ave

rage

# D

edic

ated

FTE's

# of Attorneys

N= 15 9

No40%

Yes60%

No79%

Yes21%

No73%

Yes27%

No95%

Yes5%

No94%

Yes6%

>500 301-500 151-300 80-150 <80

20 14 26 21 17

0%

20%

40%

60%

80%

100%

Perc

ent

of

Tot

al R

esponden

ts

# of Attorneys

Organizational ApproachFirms with CI-Dedicated Staff

FTEs Dedicated to Competitive /Market Intelligence Activities

Number of Full-time Equivalents (FTEs) Dedicated to Competitive / Market Intelligence Activities – By Size1

1. Only for firms with dedicated FTEs


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Sophistication of Law FirmsHelping Attorneys Prepare for Client Meetings

Common Activities:

• Preparing material that describes the firm and its capabilities

• Creating a business and financial overview of the company

• Coaching the attorney on presentation and sales skills or preparing probing questions

• Identifying legal activities that are potentially important to the prospective client and mapping to the firm’s capabilities

Performed by Most Sophisticated Firms:

• Determining the potential client's legal activities by legal issues, geography, and law firm used based on court dockets, transactions, court cases, etc.

Common Activities:

• Preparing material that describes the firm and its capabilities

• Creating a business and financial overview of the company

• Coaching the attorney on presentation and sales skills or preparing probing questions

• Identifying legal activities that are potentially important to the prospective client and mapping to the firm’s capabilities


• Determining the potential client's legal activities by legal issues, geography, and law firm used based on court dockets, transactions, court cases, etc.

Helping Attorneys Prepare for Client

Meetings


Meetings

Helping Prepare An RFP Response


IdentifyingProspective Clients


IdentifyingCross-Selling Opportunities


Evaluating a Merger or Hiring of

a Lateral Group


a Lateral Group

Evaluating Opening a New Office or Practice Area


There are 6 main client intelligence activities


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Sophistication of Law FirmsHelping Prepare an RFP Response

Common Activities:

• Managing the RFP process

• Providing a tailored overview of the firm’s capabilities for input to the RFP

• Providing input on the make-up of the team that will present from your firm

• Analyzing the firm's experience in the prospective client's industry and in the relevant legal issues covered by the RFP


• Analyzing the strengths and weaknesses of competing law firms to determine how to best position the firm for the RFP

• Analyzing the actual relevant legal experience of competing law firms to systematically analyze experience and capabilities of competitors

Common Activities:

• Managing the RFP process

• Providing a tailored overview of the firm’s capabilities for input to the RFP

• Providing input on the make-up of the team that will present from your firm

• Analyzing the firm's experience in the prospective client's industry and in the relevant legal issues covered by the RFP


• Analyzing the strengths and weaknesses of competing law firms to determine how to best position the firm for the RFP

• Analyzing the actual relevant legal experience of competing law firms to systematically analyze experience and capabilities of competitors


Meetings


Meetings








a Lateral Group


a Lateral Group




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Sophistication of Law FirmsIdentifying Prospective Clients

Common Activities:

• Identifying major companies near the firm’s offices


• Identifying major corporations in industries that are a good fit with the firm’s experience and practice areas

• Identifying major companies near the firm's offices that are major consumers of legal services in practice areas that are a good fit with the firm

Common Activities:

• Identifying major companies near the firm’s offices


• Identifying major corporations in industries that are a good fit with the firm’s experience and practice areas

• Identifying major companies near the firm's offices that are major consumers of legal services in practice areas that are a good fit with the firm


Meetings


Meetings








a Lateral Group


a Lateral Group




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Sophistication of Law FirmsIdentifying Cross-Selling Opportunities




Meetings


Meetings






a Lateral Group


a Lateral Group



Common Activities:

• Analyzing the other firms’ revenue by practice area for top clients and identify low revenue practice areas which should represent a significant cross-selling opportunity


• Analyzing the actual legal activity of major clients and identify practice areas with significant client legal activity, but low use of your firm

• Analyzing the other firms that are working with your key clients, and determine what that means in terms of threats and opportunities

Common Activities:

• Analyzing the other firms’ revenue by practice area for top clients and identify low revenue practice areas which should represent a significant cross-selling opportunity


• Analyzing the actual legal activity of major clients and identify practice areas with significant client legal activity, but low use of your firm

• Analyzing the other firms that are working with your key clients, and determine what that means in terms of threats and opportunities


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Sophistication of Law FirmsEvaluating a Merger or Hiring of a Lateral Group


a Lateral Group


a Lateral Group


Meetings


Meetings









Common Activities:

• Analyzing overlap of major clients and legal activities based on actual legal activity

• Analyzing the overlap of major clients with the firm’s clients


• Confirming the experience of the candidates

Common Activities:

• Analyzing overlap of major clients and legal activities based on actual legal activity

• Analyzing the overlap of major clients with the firm’s clients


• Confirming the experience of the candidates


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Sophistication of Law FirmsEvaluating Opening a New Office or Practice Area




Meetings


Meetings








a Lateral Group


a Lateral Group

Common Activities:

• Analyzing the capabilities of competitive law firms in a specific market

• Analyzing size and growth of legal market in geographic area or practice area


• Analyzing the actual legal activity in a geographic area or practice area

Common Activities:

• Analyzing the capabilities of competitive law firms in a specific market

• Analyzing size and growth of legal market in geographic area or practice area


• Analyzing the actual legal activity in a geographic area or practice area


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Sophistication of Law FirmsMajor Law Firm Segments by Level of Sophistication

Basic Aggregators

Basic AggregatorsAggregatorsAggregatorsReactive

AnalyzersReactive

Analyzers

Key Attributes

Organization

Products Used

Proactive AnalyzersProactive Analyzers

• Usually, have dedicated staff in marketing or library

• Continuously and proactively, analyze competitive intelligence data and monitor legal activities

• Continuous use of high-value CI information and analytic products

Decreasing Client Intelligence Sophistication

Key Tasks • Monitor legal activities to:–Evaluate firm growth opportunities–Identify cross-selling opportunities and new clients


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Basic Aggregators


AnalyzersReactive

AnalyzersProactive AnalyzersProactive Analyzers

• May have dedicated FTEs in marketing or library

• Aggregate and analyze competitive intelligence data in response to attorneys’ requests

• No / limited ongoing monitoring of legal activities

• Moderate use of value-add sources (e.g. Hoovers, D&B)

• Moderate use of high-value add CI products


• Analyze legal activities to:–Identify cross-selling opportunities and new clients

Key Attributes

Organization

Products Used

Key Tasks


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Basic Aggregators


AnalyzersReactive

AnalyzersProactive AnalyzersProactive Analyzers

• Marketing / library staff collect, repackage, summarize, and distribute CI information to attorneys

–No / limited additional analysis conducted–Mainly, prepare executive summaries

• Rarely have CI FTEs in marketing or library

• Public or basic research products

• Moderate use of value-add sources (e.g. Hoovers, D&B)

• Limited use of high-value add CI products,


• Aggregate data to:–Help attorneys prepare for client meetings

Key Attributes

Organization

Products Used

Key Tasks


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Basic Aggregators


AnalyzersReactive

Analyzers

• Marketing / library staff collect and distribute raw data to attorneys with little to no additional summarizing / analysis

Proactive AnalyzersProactive Analyzers

• No CI dedicated staff

• Most research (50%+) conducted using public or basic research products


• Aggregate data to:–Identify cross-selling opportunities and new clients–Help attorneys prepare for client meetings

Key Attributes

Organization

Products Used

Key Tasks


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Sophistication of Law FirmsSophistication of Law Firms By Size

ProactiveAnalyzers

ReactiveAnalyzers

Aggregators

Basic Aggregators

ProactiveAnalyzers

ReactiveAnalyzers

Aggregators

BasicAggregators

ProactiveAnalyzers

ReactiveAnalyzers

Aggregators

BasicAggregators

ReactiveAnalyzers

Aggregators

BasicAggregators

ReactiveAnalyzers

Aggregators

BasicAggregators

>500 301-500 151-300 80-150 <80

20 14 26 21 17

0%

20%

40%

60%

80%

100%

Perc

ent

of T

otal

Res

ponden

ts

# of Attorneys

Sophistication of Law Firms – By Size

• Sophistication of law firms’ client intelligence practices decreases with law firm size

• Sophistication categories were successfully validated / adjusted during follow-up interviews


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CompileData CollectionData Collection


KnowledgeKnowledge


DecisionDecision

ResultsResults

Analyze

CommunicateApply

Act


Decision Makers- Practice Group

Partners

- Attorneys

- Business Dev/Sales

Marketing and Practice Area

Partners

Library – Secondary data

Client Awareness & Competitive Intelligence Process in Law Firms

Finance / Business Mgmt

Marketing /Bus Dev

Feedback

Marketing – Primary data


PurposePurpose


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“Proactive” Client Intelligence Process Map

CONTRIBUTOR

Secondary External

Primary External

Primary Internal

• Company Background

• Executive Biographies

• Litigation Experience / Relationships

• Deals Experience / Relationships

• IP / Relationships

• News

INFORMATION PROVIDED SOURCES

ANALYSIS & SYNTHESIS

RECIPIENT

Current Awareness

• Docket Alerts

• News Alerts

• Client team input

• Client self positioning

• Self-reported

• Executive Atty relationships

• Regional lateral news

• Contact & Relationship History

• Matter & Fee Receipt history

• Billing realization

• Key billing attorneys

• Trends

• Court Link/West Dockets

• Google Alerts

OUTPUT

RSS /Email Summary

Client Teams

A

B

• Hoovers / D&B / Monitor

• Hoovers

• Monitor

• CapIQ / Monitors

• USPTO / Derwent

• Monitor

• Attys, Team Meetings

• Client Web Sites

• Press Releases

• Monitor

• Interview Process

• Team A

• Team B

• Team C

• Team D

• Team E

• Team F

• Team G

• Team H

• Team I

• Team J

• Team K

Current Client Team Tear-Sheet

• Data Aggregation

• Analysis

• Summary

• Presentation

• Summary

• Recent Dockets

• Recent News

• Cross-Selling matrix

• Client / Industry Activity Comparison

• Competitive Firm

• Interaction

• Contact Networks

•Elite

C

C

D

D

E

C

B

D

C

D

H

F

F

F

F

Lead

Intranet

Team Report &

Action Steps

Team Admin

G


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“Reactive” Client Intelligence Process Map

CONTRIBUTOR

Secondary External

Primary External

Primary Internal

• Company Background

• Executive Biographies

• Litigation Experience / Relationships

• Deals Experience / Relationships

• IP / Relationships

• News

INFORMATION PROVIDED SOURCES

ANALYSIS & SYNTHESIS

RECIPIENT

•Client self positioning

• Self-reported

• Executive Atty relationships

• Who knows Who

OUTPUT

• Hoovers / D&B / Monitor

• Hoovers

• Monitor

• CapIQ / Monitors

• USPTO / Derwent

• Monitor

• Client Web Sites

• Press Releases

• Monitor

• Interview Process

Situational Definition

• Data Aggregation

• Analysis

• Summary

• Presentation

• Summary

• Recent Dockets

• Recent News

• External Cross-Selling matrix

• IP Prosection & Enforcement report

• Client / Industry Activity Comparison

• Competitive Firm

• Interaction

B

B

C

C

D

B

B

B

D

E

Lead

Individual Attorney

RFP

Executive Committee

CMO

INITIATION & EVALUATION

Lead

- Definition of project objective, desired deliverable and resources to be engaged- Consults with team members to prioritize workflow- Confirms with Recipients timeframe

Recruiting

REFINED REQUEST


Outsourcing Solutions

Current Awareness: Critical Information Management Tools

August 22, 2007

Meredith L. Williams, Esq., Director of Knowledge [email protected]

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Baker Donelson Bearman Caldwell & Berkowitz

• 500 + attorneys

• 16 offices in Alabama, Georgia, District of Columbia, Louisiana, Tennessee and representative offices in London, UK and Beijing, China.

• 5 practice groups: – Advocacy– Business– Health Law/ Public Policy– Labor & Employment – Tax

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Why is KM involved?

• Efficiency.

• Better Sharing of Information.

• Better Client Service.

• Save the Firm money by delivering information instead of the user wasting time trying to locate what they need.

• Faster dissemination of critical information to key personnel.

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Types of Information?

• Internal Sources– Financial Information– CRM– DM

• External Sources– CourtLink (Dockets)– RSS (News)– Firm360 (SEC Filings, News, Dockets, Lawsuit Filings,

Patent & Trademark Filings, etc.)

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Example Integration Points

• Client Team Sites– Client Matter Automatically Generated Sites– Target Client Sites– Restrictive Client Sites

• Practice Group Sites

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Client Site (Automatic)

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Additional attorney requested information regarding the client.

Additional attorney requested information regarding the client.

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Basic Information from the financial system.

Basic Information from the financial system.

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All open files from the financial system.

All open files from the financial system.

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All closed files from the financial system.

All closed files from the financial system.

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All previous Marketing Proposals.All previous Marketing Proposals.

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All timekeepers who have entered time. Pulled directly from the financial system.

All timekeepers who have entered time. Pulled directly from the financial system.

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Calendar events, documents from DMS system, etc.

Calendar events, documents from DMS system, etc.

Matter Site (Automatic)

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Matter summary information from the financial system.

Matter summary information from the financial system.


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NOT PICTURED: Ethical Walls & Timekeepers.

NOT PICTURED: Ethical Walls & Timekeepers.


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Links directly into WestMonitor for the target client profiles.


Links directly into WestMonitor for the target client industry reports


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Client Site (Automatic): Litigation Profile

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Is this work increasing? Decreasing? Remaining Constant?

Is this work increasing? Decreasing? Remaining Constant?

Client Site (Automatic): Litigation Profile

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Client Site (Automatic)Client Site (Automatic): Litigation Profile

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Client Site (Automatic)Client Site (Automatic): Dashboard

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Client Site (Automatic): Dashboard

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Client Site (Automatic): Dashboard

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Client Site (Automatic) RECAP

• All Clients and Matters have a site automatically generated.

• All internal DM, Financial and CRM pieces are automatically linked upon creation. No maintenance required.

• KM team integrates the West Monitor tools. No password required. Seamless integration with most needed information.

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Target Client/ Team Sites

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Links to internal CRM system.

Links to internal CRM system.

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Target Client address, website, phone, email, etc.

Target Client address, website, phone, email, etc.

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A link into WestMonitor to pull ticker information, news (legal & financial) SEC filings, Lawsuit Filing, etc. (SEE NEXT SLIDE)

A link into WestMonitor to pull ticker information, news (legal & financial) SEC filings, Lawsuit Filing, etc. (SEE NEXT SLIDE)

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Automatic pull of open client files from the financial system. When accessed, all matters, financial info, timekeeper information, all documents created in the DMS, contacts, etc. become available.

Automatic pull of open client files from the financial system. When accessed, all matters, financial info, timekeeper information, all documents created in the DMS, contacts, etc. become available.

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Tracks

1. Who is meeting with target client.

2. What occurred, be it a conference all, dinner, deal closing, golf, etc.

3. Any new information gained from the action.

4. Any recommendations for future contact.

Tracks

1. Who is meeting with target client.

2. What occurred, be it a conference all, dinner, deal closing, golf, etc.

3. Any new information gained from the action.

4. Any recommendations for future contact.

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Target Client/ Team Sites RECAP

• KM Team creates the sites for current Clients or Potential Clients the firm is pursing.

• No automatic integration. High set up and early maintenance required. This diminishes after set up period.

• KM team integrates the West Monitor tools. No password required. Seamless integration with most needed information.

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RSS Feed of Legal Industry NewsRSS Feed of Legal Industry News

Legal Industry Docket InformationLegal Industry Docket Information

Practice Group Sites

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Relevant Content (Industry Information)

RSS Feed of Legal Industry NewsRSS Feed of Legal Industry News

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Key Factors with Technical Integration• Low Maintenance.

• Make it a part of the daily practice.

• Keep it simple.

• Seamless Integration.

Documents

RETURN TO MAIN Current Awareness: Critical Information Management Tools ILTA 2007 Dennis Kennedy, Doug Hoover, Meredith Williams August 22, 2007