These events qualify for up to 17 CPD hours Knowledge Management in the Legal Profession 5-6 March 2002

The Role of Professional

Support Expert contributions from: 7 March 2002 The Martin Tolhurst Partnership Consignia Legal Services IBM Software Group Book before Latham & Watkins Baker & McKenzie 7 January 2002 Blake Lapthorn and receive a Bevan Ashford CMS Cameron McKenna 10% discount Wragge & Co. Masons NautaDutilh Norton Rose Morgan Cole SJ Berwin

produced by White & Case arkappliedgroup research & knowledge & Alliance www.ark-group.com Pinsent Curtis Biddle

researched by Horwath Consulting nowledge Baker Robbins & Co. Management K Hildebrandt International ManagingPartner Sherwood Consulting PSF Ltd. The essential guide to strategic practice management Knowledge Management in the Legal Profession

Tuesday, 5 March 2002

8:30 Registration ! Structuring the team: who should be involved and when?

! Common obstacles to implementing a KM strategy: 9:15 Chair’s opening remarks people, processes and resources

Andrew Terrett, Baker Robbins & Co. ! Carrying out an effective initial and regular ‘needs analysis’ of KM

Ensuring knowledge management ! Linking KM into all operational areas: which ones are works to your advantage the most important to start with?

9:30 Maintaining competitive advantage through KM ! Linking KM into client info, client know-how, industry Ian Cowan, Baker Robbins & Co. knowledge, accounts, e-mails, research sites and websites

! Creating business opportunities and solutions through KM

! Applying KM to lessen the impact of global recession 12:30 Lunch and networking

! Using KM to win the war for talent and new clients

! How can KM be used to combat the symptoms of recession? 1:45 Value-added professional support: professional

! How KM can put your firm one step ahead of the competition? support and information officers Pat Watson, Director of Professional Services, 10:15 Why KM initiatives fail and how to make sure yours does not Denton Wilde Sapte

John Hokkanen, Esq., Knowledge Manager, Latham & Watkins ! The scope of PSLs and IOs

! Frameworks for analysing why KM projects succeed or fail ! How does their role change depending on the

! Applying frameworks to assess which KM projects size and needs of the firm?

your organisation should be focusing on ! Identifying PSLs and IOs as value-added service providers

! Maximising success once a project has begun ! PSLs vs IOs, departmental vs firm-wide networks

! Examination of where failure usually occurs

! Suggestions about ensuring success Clients

! Client-interfacing technologies: a mechanism 2:30 Rolling out your KM initiative to your clients to achieve buy-in to enable two-way communication

! Making wise decisions on the client-interfacing Alan Hodgart, Director, Hildebrandt International

technologies to pursue ! Overcoming resistance to ‘giving away your crown jewels’

! Using knowledge as value-added service to clients

10:45 Morning refreshments ! Operational obstacles to rolling out KM to clients

! Creating a two-way knowledge transfer between client and firm

Cultural barriers to effective KM ! What kind of knowledge to offer: billing and internal KM? 11:00 Developing an organisational structure to support knowledge sharing: leadership, communication and culture 3:15 Afternoon break Kevin Connell, Director of Information and Technology, Masons

! Implementing KM from the top down 3:30 What do your clients want from your KM initiatives?

! Communicating the aims of KM: getting partners to buy in Ray Franks, Head of Finance and Practice Manager, and share knowledge as a core value Consignia Legal Services

! Overcoming resistance ! What are in-house counsel prepared to pay for?

! Fitting KM to culture or vice versa ! How can knowledge sharing enhance client relationships?

! Matching KM systems to business needs – internal and external ! What kind of knowledge resources do in-house counsel

! Information ownership want from law firms?

! Technology considerations ! How are in-house counsel using knowledge management and how can you benefit from their resources?

Implementation issues ! How can law firms create knowledge partnerships with clients? 11:45 Implementing and integrating an effective KM strategy " Industry information Heather Robinson, Knowledge Officer, Bevan Ashford " Client know-how

! Where do you start?

! Implementing a KM solution in a time of recession 4:15 Chair’s closing remarks

! How do you use the existing information to create a worthwhile KM initiative? 4:30 End of day one Wednesday, 6 March 2002

8:30 Registration 12:00 The impact of extranets and the world wide web on KM in the legal industry 9:15 Chair's opening remarks Janet Day, IT Director, Berwin Leighton Paisner

Melissa Hardee, Partner, CMS Cameron McKenna ! Over informed: too much information is worthless

! Selecting the right information format: 9:30 Linking knowledge management and risk management " Presenting choices in an orderly manner Peter Scott, Director, Horwath Consulting " Timely and focused

! Risk as part of a lawyer’s role: advice, IT, people, " Re-usable and flexible

finance, competition ! Sharing knowledge with the client:

! Why embrace a risk management programme? " But not losing control of the information

! Using risk management to improve quality " What should be shared and are there limits?

! Why are joint KM and risk management initiatives ! Managing and leveraging the internal know how

vital to a ? ! Push or pull: what is the right method and when?

! The risk of failing to manage knowledge 12:45 Lunch and networking KM technology 10:15 The opportunities and challenges of a KM intranet Operational interaction David Halliwell, Head of Professional Support, Wragge & Co. 2:00 BakerMAKS case study: entering the next phase of KM Sarah Benfield, Knowledge Manager, Wragge & Co. Alexander Kleanthous, Director of Know How,

! How and where do you start? Baker & McKenzie,

! Content management: who and how? ! What is BakerMAKS?

! What sort of functionality can you provide? ! How is law firm knowledge captured

! How can you access and integrate with external sources? in the new system?

! Do you give clients access? ! What were the processes behind the design and implementation of BakerMAKS?

11:00 Morning refreshments ! The impact on client relationship management

11:15 Where does technology fit into KM? 2:45 Spreading tacit knowledge through training Ian McNairn, Director, KM Systems and Technologies, David Higham, Head of Professional Development, Blake Lapthorn

IBM Software Group ! Linking the concepts of training to KM

! Using technology to roll out KM on a firm-wide basis ! Using coaching as a tool to spread knowledge

! What kinds of technology are on the market? ! Training your senior lawyers to become trainers

! Is it better to customise KM solutions or buy ‘off the shelf’? of the next legal generation

! What are the implications of implementing new technologies: ! Case study: The Nottingham Law School, Law South compatibility, take-up and resistance to change? Diploma in Litigation

! The role of XML and taxonomies on KM infrastructures ! Training on demand through an intranet and e-learning " Retrieving information " Teaching lawyers to use these tools Managing Partner magazine is a monthly publication aimed at senior management ! Spreading tacit, not explicit, knowledge within the legal industry. Each issue contains a wide variety of articles written by experts in the 3:30 Afternoon refreshments legal industry. By subscibing to Managing Partner you will receive: 3:45 Knowledge networking across geographical boundaries: regional, national, international ! 10 issues per annum Stewart Thompson, IT Manager, ! Bi-weekly e-newsletters The Martin Tolhurst Partnership Solicitors ! Conference and workshop discounts ! Overcoming the differing needs of each individual office ! Surveys and results ! Rolling out your KM initiative across the whole firm ! Full access to the online Managing Partner library ! The challenges of setting up an integrated system across ! Website discussion groups multiple locations ! Conference news updates ! Training across a multi-office set-up ! Regular competitions ! Ensuring the acceptance of the system is firm-wide ! First refusal on all events including the annual Managing Partner best practice forum ! Security and client confidentiality

If you would like further details, or would like to subscribe to Managing 4:30 Chair’s closing remarks Partner magazine, please contact Henry Anson at [email protected]. 4:45 End of conference The Role of Professional Thursday, Support Lawyers 7 March 2002

8:45 Registration 2:15 Professional Support: developing the Green Field Site John Worrall, Senior Professional Support Lawyer, White & Case 9:30 Chair’s opening remarks ! White & Case launched its professional support function in Jeannette Wiers, Head of Knowledge Management, NautaDutilh London in October 2000 " “The blank piece of paper” 9:45 Achieving the impossible: defining the role of PSLs " “Working out priorities” Ann Halpern, Head of Professional Development, Norton Rose " Standard forms, training and know-how ! Why is it so hard to define the PSL role? " Recruiting the PSL team ! Identifying the need for dedicated PSLs: is there an industry standard? ! Managing, integrating and promoting the function ! Is the role of PSLs much more than an advanced knowledge officer? ! Challenges and pitfalls ! Why are PSLs important to the operational efficiency of the firm? ! The global perspective ! Why does the role of PSLs vary from department to department and ! The story so far and the way ahead from firm to firm? 3:00 Tactics for PSLs: getting what you want from the firm 10:30 Justifying the role of PSLs: giving them the credit they deserve Ann Donakey, Know-how Manager, Linklaters & Alliance David Main, Chief Executive, Morgan Cole ! Defining the PSL role ! Agreeing the PSL role ! Getting sufficient resources to do your job ! Justifying the cost of PSLs ! Publicising the PSL role ! Realising the potential from PSLs ! Building your contact network ! Establishing an appropriate reward structure for PSLs ! Creating two-way communication between departments ! Standing up for your role 11:15 Morning refreshments 3:45 Afternoon refreshments 11:30 PSLs and knowledge initiatives Simon Witney, Partner, Head of Knowledge Management, 4:00 Professional support: is it a career? SJ Berwin Nicholas Jelf, Partner, Head of Knowledge Management, ! PSLs as the gatekeepers of knowledge within the firm Pinsent Curtis Biddle ! Getting information out of fee-earners for the benefit ! Are lawyers within your firm aware of the alternative to of the firm practising law on a long-term basis? ! Gathering know-how and precedents ! Conveying the benefits of becoming a PSL ! Ensuring PSLs become central to training ! Developing the career path of PSLs within your firm: ! How do PSLs liaise with the knowledge bank? how far can they progress? ! Involving PSLs in intranet, extranet and website design ! Is there a PSL hierarchy? ! What are the new skills lawyers can develop as a PSL? 12:15 A facilitated discussion to share ideas ! Will the role prevent them from returning to fee-earning work? and experience of participants ! Can the PSL function work in a dual capacity to fee-earning? Barry Dean, Director of Vocational Programmes, College of Law, Sherwood Consulting PSF 4:45 Chair’s closing remarks

1:00 Lunch and networking 5:30 End of conference

In March 2001, Managing Partner carried out a survey dedicated to finding out how seriously law firms are addressing the issue of KM. We discovered

that this sector is a massive growth industry. Only 60 per cent of firms have implemented a KM strategy, and of these only 72 per cent have started work

on their KM initiatives in the last two years. However, there is encouraging news for those firms that are currently deciding whether to develop their KM

strategy: 65 per cent of law firms have already seen a return on investment within this time period. 60 per cent of firms do not have a dedicated budget

for KM, indicating that even though law firms have started to develop KM, there is a lack of long-term financial commitment. Knowledge Management in the Legal Profession

The fundamental resource every law firm provides is knowledge. It is how a ! Identify how KM can lessen the impact of an economic downturn firm captures that knowledge which will determine long-term competitive and create business opportunities and solutions, advantage. In times of prosperity, knowledge management is a resource that ! Pinpoint why KM initiatives fail and provide can be used as a differentiating factor from competitors, and in times of remedies for success, economic downturn it becomes the key to survival. ! Provide you with the skills to foster partner buy-in for KM concepts, KM is not a new phenomenon to the legal industry as firms have been ! Demonstrate how to use KM to create two-way managing knowledge for decades. However, there are several factors that communications system with your clients, have lead to an increased need for a centralised KM system. These include ! Give you the opportunity to hear about law firm KM M&A, expansion, geographical spread, recruitment and retention trends, from a client perspective – hosted by Ray Franks, Practice Manager, client demands and the need for an advanced level of client industry know- Consignia Legal Services, how, and an increase in competition, to name but a few. ! Enhance your knowledge of the links between KM and IT.

This unique KM legal forum will bring together an international group of By attending this event, you will discover the latest applications and benefits legal professionals and experts who will: of enhancing your existing knowledge infrastructure.

The Role of Professional Support Lawyers

Professional Support Lawyers (PSLs) are not a new phenomena in law name suggests, qualified practitioners and therefore the monetary reward firms, so why are law firms are failing to give this group of professionals should reflect the total length of qualification. In essence, becoming a PSL the recognition they deserve? should be seen as a horizontal, not a downward shift. At present there are very few firms that offer PSLs a structured career development plan and Defining the role of PSLs and presenting a clear job description borders on the this could ultimately result in the firm losing the PSL capability if they have impossible. The core responsibilities of PSLs are know-how, precedents and training, but the ratio of these roles, and additional responsibilities, wholly nothing to aim for within the hierarchy. By attending this unique event depend upon individual law firms. For example, in addition to their core you will: activities, PSLs can also: ! Discover how to develop your PSL network, ! Act as departmental bridge to human resources ! Learn how to enhance the career opportunities and marketing, of PSLs within your firm, ! Operate as a central contact point for clients and maintain client files, ! Clarify the connection between PSLs and ! Co-ordinate department bids and tenders, knowledge management, and represent the firm at beauty parades, ! Develop your negotiation skills to get the ! Provide client bulletins and seminars, most from your firm, ! Write departmental handbooks, ! Recognise the true potential of the PSL skillset. ! Oversee website content, ! Function as part PSL and part fee-earner. This comprehensive event will bring together PSLs, knowledge workers Given this range of skills it is surprising that PSLs are not, in most and senior legal decision makers who will discover the true potential of instances, given equal status to associates and partners. PSLs are, as the PSLs and how they can be used to maximum effect within the firm.

With subscribers from Finsbury to Filey and Finland to Fiji, Legal Technology Insider is essential reading for all developers, suppliers, buyers and managers of legal systems. The Insider is now supplemented by a resource packed web site and a weekly email newslet- ter. To find out more or to apply for a free trial subscription, email [email protected] or visit www.legaltechnologyin-

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