April 2017
BriefingSMARTER LEGAL BUSINESS MANAGEMENT
STAND AND DELIVER HIRE POWERS CLOUD AND PROUD The facilities function at Mills & Reeve Top firms tell us whether they’re ready Clients are turning firms around to the on handling a move to hotdesking to recruit for themselves business case for cloud computing
Team players Cornelius Grossmann, global head of law at EY, on why law firms can’t beat the Big Four when it comes to the collaborative pitch AMP UP EFFICIENCY WITH NEXT-LEVEL PROCESS FLOW.
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Issue sponsor: Editor’s
Who we are… letter Funny bunnies
Richard Brent is the editor of ur feature in the last edition of Briefing asked women Briefing. He likes to get out and meet as many readers who have made it to the top leadership roles in law as possible, so contact him firms how much remains to be done to create true at [email protected] O equality between men and women at work. And the Kayli Olson is Briefing's junior assistant editor. She truth is that, while networks, mentoring, coaching gathers stories and data. programmes, unconscious bias courses and mobile working Care to contribute? Contact: [email protected] opportunities abound, legal business still has a long way to go. The (male) subject of our big interview piece this month is of Holly McDaid is Briefing’s client services manager, like mind – highlighting not only the importance of flexible responsible for managing all working patterns, but also an atmosphere conducive to open our supplier insight. Contact: [email protected] conversations about people’s lives outside of work.
James Raven is our client It’s harder to change people’s assumptions about how they services executive. He lives should behave than it is to launch a new initiative. However, it’s and breathes the Briefing brand. Contact him at something that’s sorely needed – for men, as [email protected] Twice as many fathers well as women. Last month, for example, the as mothers say they’re Women and Equalities Commission launched Egg heads a new inquiry into the experience of being a frightened to request father at work – asking whether dads have the Rupert Collins-White is a flexible working right support to care for their children, Burlington Media’s creative director. Contact him at: arrangement. including partaking of the shared parental [email protected] leave package. The sad background to the session, says the committee, is that Sarah Cox is Burlington Media’s head of client twice as many fathers as mothers say they’re frightened to request services. She’s responsible for everyone’s happiness. a flexible working arrangement in case it hurts their careers, and 44% have “lied or bent the truth” about their family responsibilities. Maria Miller MP, chair of the committee, said: “In many workplaces men can still find it difficult to get more flexible work Talk to us and fear that asking might damage their career, with employers Briefing on Twitter @Briefingmag questioning their commitment. “This mirrors the experience of many mothers. The Email us your thoughts [email protected] government has brought in family friendly policies, such as shared parental leave, but there are significant questions about Find all our back issues online www.lsn.co.uk/Briefing whether culture at work has changed enough to enable the policy
Join the Briefing LinkedIn group to be effective.” bit.ly/BriefingLinkedin The inquiry is to consider the experiences of other countries Write us a letter (remember those?) and identify common barriers to this hugely important example Briefing magazine Burlington Media Group of the right to be yourself at work. But as a business that has 20 Mortlake High St worked hard to bust out of that image of an ‘old boy network’ – London SW14 8JN and one that loves to wax lyrical about work culture any day of the week – legal should also do some considering of its own. This month’s interviews were all transcribed by: RICHARD BRENT EDITOR
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HELP YOUR LAW FIRM TAKE FLIGHT CONTENTS Inside this month
16 Hotdesk stuff
“Every day is a fresh start, and now has that
feel about it.” Briefing is the only legal business management title, Nick Brook, head of and is focused exclusively on facilities, Mills & Reeve improving the work and worlds of law firm management leaders. Every issue is packed with relevant insight and lessons from peers and pros.
UPFRONT OPINION SPECIAL REPORT technology products at Intapp, sees brighter days Our view There’s a Stephen Allen at Briefing and Legal for cloud-based solutions 06 world of innovation 10 Hogan Lovells on 19 Support Network Richard Hill, on the agenda getting diversity into the survey firms’ direct sourcing 36 regional account Reading list driving seats efforts, with Codex Edge manager EMEA at DW 07 Andy Wansell Reporting, suggests considers Strengths-based FEATURES BRAIN TRAINING questioning whether the Recruitment and Get it together Rachel Vecht, pricing is right for your Development profitability 12 Cornelius 28 director of What’s on your Grossmann, global head of Educating Matters, on the LAST WORD 08 whiteboard? law at EY, on the client- benefits to firms of helping David Halliwell, director of focused differentiation a parents and children Six of the worst knowledge, risk and new model makes Think your innovation delivery at INDUSTRY VIEWS 38 Team profile The password is strong Pinsent Masons 16 facilities team at Jose Lazares, senior enough to beat a hack Database Mills & Reeve opened up 32 vice president, attack? Think again. 09 Have law firms got opportunities at the same strategy and business the necessary ‘social’ skills? time as a new office management for risk and
Change for the better. We deliver flexible, modern and professional support services to law firms, find out how at intelligentofficeuk.com UPFRONT
ROUNDUP Innovative openers
ny legal business employees out there international hubs.” with an extra spring in their step? David Rennick, head of Pinsent Masons A Some at the US and UK offices of Australia, added: “Flexibility will be a key part Morgan Lewis perhaps ought to be both of servicing clients in Australia, and giving feeling even more spritely than usual. After an our own business more flexibility to scale up and impressive-sounding “highly successful and down in response to major projects. A key part of extensive beta test,” from 1 May 2017 lucky our strategy is to bring the best of the disruptive individuls at this firm will now be able to “spend innovation from legal markets around the world to one or two days working remotely,” the firm says. Australia.” But only some of them – as the press release And finally, an innovation first Ulster– specifies that this benefit is for “eligible associates.” University has launched its own Legal Innovation Firm chair Jami Wintz McKeon confirmed to Centre, a collaboration between its schools of law Briefingthat meant associates in at least their and computing and intelligent systems. third year of practice, or “in the case of laterals, And it is not without ambition. Professor Paddy who have been at the firm for at least one year.” Nixon said: “The centre will undertake much- The firm is offering support to set up home offices. needed research on technological innovations to A confident McKeon said: “Our clients have facilitate legal process improvement, and so promote greater economic efficiency and improved access to justice.” He also hints at the need to train people up into different skillsets for a world where AI systems are 40% likely to be doing more of the document analysis work. “It will foster the emergence of legal Increased revenue for flexible resourcing hub Vario technologists, ready for the challenges of legal (Pinsent Masons) in full year 2015/2016 service provision in the information age,” he says. Notably, the initiative also has the support of long recognised the value and effectiveness of Baker McKenzie and Allen & Overy – both of remote working programmes, and we know these which have bases in Belfast. programmes work well. It is well established that Jason Marty, executive director of Baker they provide significant benefits for the individuals McKenzie Belfast, said: “Terrific education at all without any reduction in the quality or level of levels was a deciding factor for us in choosing to service. Our experience reinforces that wisdom.” locate in Belfast. We expect our partnership with Meanwhile, the flexible resourcing hub over at the centre to provide tangible impacts in how we Pinsent Masons – Vario – is to open for business build our teams, technologies, and business.” in Australia – its first operational base outside the UK, but not the last. Vario now has 300 freelance legal professionals on its books, and says the hub increased revenue by 40% in 2016. Ulster University has launched its own Legal Director Matt Kay said: “We’re now embarking Innovation Centre, a collaboration between its on an ambitious plan to scale internationally and schools of law and computing and intelligent bring the best of the flexible model to a number of systems. And it is not without ambition.
6 Tweet us @Briefingmag Briefing APRIL 2017 UPFRONT
READING LIST Know your strengths Andy Wansell, former COO at Boodle Hatfield, now managing director at OJK, professional services arm of James Grant Group, believes a new book on strengths- based recruitment and development may make his future people-planning stronger
ally Bibb advertises her book as rehearsed responses this approach can a practical guide, and it’s the promote. Bibb offers us an alternative, practicality that is its real but one that doesn’t avoid the need to Publisher: Kogan Page S Publication date: May 2016 strength. As a managing look for the technical knowledge that a Price: £29.99 director, I’m always looking for ideas role also requires. OFFER: 20% off – visit that are going to ‘make the boat go For those looking to implement SBR, www.koganpage.com and enter faster’. But at any one time, there’s it’s worth investing time in chapter two, the code HRLPMB only a finite number of ideas, and which looks at why organisations go consequential change, that a business down this path. The reasons will reap can accommodate. benefits as the approach is sold into the So, why would you take the idea of business. For me the key test that Bibb ‘strengths-based recruitment’ (SBR) into identifies is: “Do we want to hire people your organisation? who can do the job, or those who are The book goes straight to the heart of likely to love their job and be energised the matter. Should we look to round out by it?” all our people, or should we look to Changing the quality and nature of the match the needs of a role with the review conversation by spending more strengths of the individual candidate? time building on strengths and less time The book avoids being a cheerleader fixing weaknesses will be an uphill task. for ‘happiness at work.’ It ties the need The book’s case-based approach of for passion to competence. I found the setting out the benefits is powerful, but starting premise powerful, and its the challenge shouldn’t be under- simplicity creates an opportunity for a estimated. This may represent the most conversation between the HR partner significant hurdle for the adoption of and managers or leaders. It avoids SBR by management within your complex jargon and models in favour of a organisation. I found the interviews with The reasons will very practical approach. I have struggled senior leaders and their experience of reap benefits as the in the past with a competency-based SBR less compelling, but nonetheless approach is sold into framework myself, and I have also been they contained occasional gems. the business. For me guilty of too much ‘shooting from the Bibb has certainly given me food for the key test that Bibb hip’. Both approaches lead to different, thought, and offered a practical identifies is: “Do we but equally unhelpful, dead ends. alternative to current flawed approaches want to hire people The section on candidates prepping to recruitment and talent development. for a competency-based interview SBR could change your organisation’s who can do the job, or resonated with me. I have seen outlook. those who are likely to candidates visibly relaxing as we go into It’s a viable alternative, and one I’d love their job and be the meeting, and they can bring out the recommend exploring. energised by it?”
7 Tweet us @Briefingmag Briefing APRIL 2017 UPFRONT
WHAT’S ON YOUR WHITEBOARD?
David Halliwell, director of knowledge, risk and innovation delivery at Pinsent Masons, talks about implementing in-house AI, and other innovations to watch out for in future
Where do you see made [when in fact] they’ve Firms will have to adapt – they Q opportunity to implement invested in a certain system or in will need to collaborate with AI at the firm, and how is it staff. As a profession we’re only other people in a more effective beneficial? skimming the surface of what AI way, whether that’s with clients, Some of the best opportu- could potentially do. There are technology suppliers, publishers A nities are serendipitous lots of things described as AI or or even competitors. The days of rather than planned – it all ‘robot’ law at the moment which law firms being seen as islands of started for us six years ago when aren’t. There will be a wave of themselves is coming to an end. we recruited our head of R&D, next-generation AI to hit the who had been working with legal sector which we already Which innovations are really these systems and developing his see applied in other sectors – Q catching your eye? own. At this point not many around proper data analysis, or There are some fantastic suppliers, even, were developing predictive analytics systems that A developments coming in in this area. He came to us with can learn and analyse laws and around immersive learning and some ideas and we saw a lot of develop propositions based on gaming. Some worry that opportunity for the future them. Law firms aren’t really removing routine tasks such as delivery of legal services. We’ve looking at this yet – when they due diligence takes away a built an expert system which do, the progress will live up to learning opportunity for junior uses a rules-based approach to the hype. lawyers – well, let’s replace legal process – we use that to learning-by-drudgery with power a lot of our legal work- What else do you think will learning-by-gaming. We’re flows by bringing knowledge Q disrupt tomorrow’s firm? already using technology-led from around the firm to power It’s hard to underestimate gaming techniques with clients, data extraction. The advantage A the impact of two entrants but this is just the start of it. of building this ourselves is that to the market. First, accountancy we have been able to integrate it and consultancy firms will be And how do you switch off into our core infrastrucutre – our making their presence more felt Q from it all? finance systems, client portals, pretty soon. We’re seeing them I do a lot of sport. My kids and even document automation. on client panels as a legal entity A have been fencing for quite rather than as a consultancy. As a while, but my wife and I have Do you think AI is being that continues, firms will have to started too in the last couple of Q overhyped? cope with the scale of resources years. It’s uncovered a highly There is real potential for and process mindset brought to competitive element in me – it’s A AI to change the way legal the table. The second is in-house an interesting mental and services are delivered. What is legal functions providing a full physical challenge, which allows overhyped is the progress service – there’s a risk of firms me to remove myself from the individual firms claim to have being cut out of the picture. stress of work.
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UPFRONT
Feeling social Everyone’s on Twitter nowadays – well, 86% of UK law firms are anyway – but they need to ensure their web and social media presence also generate a bit of business
68% 67.5% 67.5% 65.5% 60.5% 58.5% HOW DO FIRMS IN THE NORTH WEST FARE IN THE RANKS OF LOCAL SEARCH VISIBILITY (RATED
Database BY SEO TOOL MOZ PRO)? HERE ARE THE TOP SIX:
AND HOW WRITING ON OFTEN DO ALL THE WALL FIRMS UPDATE THEIR WEB AND SOCIAL CONTENT OVERALL? %
90of law firms have a blog 17.5% % DAILY % 40 MONTHLY of45 firms have something like a (OR NOT ‘news ticker’ for timely content AT ALL) 42.5% WEEKLY %
of65 firms have a ‘capture form’ for data to generate leads
Source: Ranking digital legal marketing in 2017, ClientsFirst, using Seattle-based Moz Pro’s methodology for measuring SEO. Firms all featured in the top 200 in 2014. Those surveyed were narrowed down to those with a presence in the north west, as this “ensured the research included law firms of various sizes in a way which a London sampling would not have.” Further information: www.clients-first.co.uk
Briefing9 APRIL 2017 Briefing APRIL 20179 OPINION
SPEAK UP Diversify your delivery Serving clients that need to continually adapt is reason enough for firms to invest in diversity and inclusion initiatives, says Stephen Allen, global head of legal service delivery at Hogan Lovells
f there are any leadership this, we too need to change. experience, and that constantly teams who remain to be As business services, the concept challenges perceived wisdom and I convinced that tackling a of ‘client’ is always an interesting one. accepted norms. For legal service lack of diversity is Who is our client? We bandy about delivery to evolve in the way it needs important, I can do little better than phrases like ‘end client’ or ‘internal to, business services will need to quoting Albert Einstein: “We cannot client’. Personally, and this is my own become increasingly diverse – solve a problem with the same kind view, I don’t like the concept of the embracing new ways of thinking and of thinking we used to create it.” ‘internal client’ as an approach to different expertise, and constantly Debate rages around the exact business services. A business exists to striving to differentiate what we do. wording and source of this quote, but service its clients. Roles within the Too much of our industry is held I think the thinking is clear and business are to collaborate, with back by worrying about what ‘other germane to this issue. mutual respect, to ensure that such firms might think’. Keeping focus on Delivering legal services needs, service is the very best it can be. client need, anticipating that need and will continually need, to be Therefore it is, in my opinion, and differentiating what we do by rethought. We’re facing the imperative that business services leading in legal service delivery is unremitting need for continual have the client of the firm foremost in essential today – and it will only change to meet the needs of our their collective mind. This doesn’t become more so. clients – who themselves are seeing mean diminished support to what So, diversity is a business their own businesses perpetually some may call our ‘internal clients’. imperative. Without it we will simply evolve. Car companies are no longer Quite the contrary. We must improve repeat the mistakes of the past. building mere modes of transport, the support to ensure that partners It’s also the sign of an inclusive but highly sophisticated devices and lawyers spend more time and collaborative firm, and a moral connected to the ‘internet of things’. thinking about the client, because imperative to ensure that the Financial institutions are using they can trust that the delivery will opportunity to participate is open to design thinking to build technology be excellent. as wide a pool of talent as possible. that ensures their relevance in an To do this, we in business services I’m very pleased to say that my increasingly connected world, and need to think like our clients. That current home is the most inclusive private companies are leading the means we need a demographic that and collaborative I’ve worked in. And business of space exploration. We mirrors that of our clients, brings a in terms of the evolution of all of us in need to help our clients adapt. To do diversity of thought and a breadth of this business, that bodes well.
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10 Briefing APRIL 2017 FEATURES
Features 12 16 Get it together Stand by me Cornelius Grossmann, global The Mills & Reeve facilities head of legal at EY, on the team talk teaming up to scale of an ABS opportunity implement hotdesking
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THE BIG IDEA Get it together
Cornelius Grossmann, global head of law at EY, tells Richard Brent that his business has growth challenges of its own, but it helps that it’s geared for change
f all the risk factors to rise up the It could be the accountants that get that call legal business management instead. EY – which back in 2014 was the third of agenda since the UK’s Legal the four to go for expansion by ABS licence in the O Services Act piled on the competi- UK – has since launched its own law training tive pressure, the re-entrance of contracts. And it now practices – through member the accountancy and consultancy giants into the or allied firms – in over three times as many water poses a particular problem. When firms’ jurisdictions as it had covered in 2013. The launch clients started down that ‘more for less’ path of the latest practice, in Guadalajara, Mexico, in following the financial crisis – insisting on a new February, consolidates coverage at 75 today. level of efficiency and transparency – fees could Readers may find it puzzling, then, that EY still be fixed. When new high-tech-wielding global law leader, Cornelius Grossmann, has said entrants decided to employ data scientists to “competition” with the Briefingland of Big Law deliver more transparent, predictable legal process isn’t part of the plan. and products, firms could either collaborate or But that’s because this is a “different business launch ‘alternatives’ of their own to automate, model” to a traditional law firm at work. commoditise and disaggregate. But when Big Four “Frankly, a large proportion of traditional law strategies started to pull in lawyers to work for firms’ work is litigation,” he says. “We’re only able them the world over, what could law firms realisti- to do a very limited amount of litigation work. It cally do but watch and wait? isn’t a strategic focus. It’ll never be a significant source of revenue because of the potential for legal Pieces of advice and commercial conflicts, in addition to the They may need to wait a little longer – but as regulatory restrictions. We don’t want to build just recently as 2016 a Law Society report warned that, another international law firm, and we recruit on as overseas legal markets likely follow the UK’s that premise.” lead into greater liberalisation, firms should And if that sounds less reassuring to your firm prepare for a “turbulent” few years spent ensuring than it might, the bad news is that Grossmann’s they’re not overlooked in emerging markets. alternative business model may well have client
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appeal that law firms can’t match. mission to improve for themselves over the last “We offer legal services as a much more project- few years – tackling clients’ broader business (as oriented, multidisciplinary practice. Lawyers can opposed to purely legal) challenges, and managing go to market together with colleagues from tax or that in a less ‘siloed’ fashion, with practical project- advisory, sometimes even assurance – and the management discipline. clients appreciate that they don’t have to Grossmann is himself pragmatic though. “The coordinate their advisers. truth is that we integrate to the extent we can – “Our lawyers are trained to work in teams – which is the extent the regulators allow. Structures combining their area of expertise with that of vary by jurisdiction. Sometimes we need to keep others to deliver a product jointly. They aren’t just separate legal entities. Obviously we can’t share pitching for the legal piece of work – and there just confidential files. But we can be fully compliant isn’t the same need to be the smartest person in and still do a great deal to team effectively with the the room,” he laughs. other disciplines we offer clients. “The result is that EY has global client service Taking block partners and account leaders sourced from all It’s striking that the proposition hinges on two service lines – and legal services is one strand management issues that law firms have been on a embedded in that broader account work.
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“We need to convince high-quality talent to make the move to a new venture. The legal practice has to be at the same high quality level as all our other practices for the multidisciplinary formula to be a success.”
Cornelius Grossmann, global head of law, EY
Everything we do centres on what the client is services, the other big area for future growth is doing. We tailor the offering to that.” M&A – where we can combine with transactions, Geographically, there are still a few pockets in advisory and tax, to pitch clients a package of help the emerging markets of Asia Pacific and Africa for for their entire transaction.” EY legal services to play for. “We won’t expand at the same great pace we have in recent years – with Diverse advantages the exception of the US, we’re in almost all relevant Both these parts of the business should benefit markets and there’s no intention to offer US legal from a current phase of research into any new IT services, because of the regulatory restrictions,” investment needed. On the one hand, there’s the says Grossmann. process of investigating the infrastructure of the That said, one of the biggest existing blockchain itself – plus, the team is testing several opportunities for EY’s cross-discipline, client- data mining tools for a more efficient due diligence focused working is its ‘digital transformation’ process. And law firms should certainly take note group, he says – and that already spans expertise in that document automation is on the agenda – 50 countries to call on. “pretty standard, but a capability we want to Unfortunately, there are no prizes for spotting increase to improve our efficiency,” says Grossman. the growth potential of digital business. “There’s It’s safe to say that law firms and EY have at currently a very heavy focus on data privacy,” says least one other thing in common – it’s ‘people’ that Grossmann. “But the business challenges go far are the priority and the pain point. And beyond that – from e-commerce, the risk to Grossmann’s team successfully sourced 600 new internet retail sales, to growth in the internet of lawyers for the business over a period of just 12 things, product liability and the opportunity to months in its recent growth spurt. utilise blockchain technology, for example. “Frankly, my biggest challenge remains talent,” “We have a large blockchain group at EY. he says. “It’s easy to find lawyers, but we have to There’s no doubt that it will change business. find the right lawyers. In particular, if we Noone knows exactly where it’s going, but you spearhead a new practice – launch in a new don’t need to be a visionary to see it’s coming as a jurisdiction or a new service offering – we need to facilitator of several new services.” He highlights convince high-quality talent to make the move to a the appearance of smart contracts on the horizon new venture. The legal practice has to be at the – pay-for-performance industry agreements, same high quality level as all our other practices perhaps, which will be automatically enforced, and for the multidisciplinary formula to be a success. therefore require lawyers that can draft those “We’re also a very big ship that needs to react to contracts in software languages. Perhaps as a sign the market by getting the right people on board of these times, creation of blockchain prototypes fast – and that’s another challenge.” was the focus of the 2016 EY ‘Startup Challenge’, On International Women’s Day 2017 Grossmann where new businesses received access to both firm blogged that EY’s investment in gender diversity and client mentors for a six-week programme that progress and initiatives ought to fuel greater culminated in a presentation of possible solutions. success in this regard. By supporting flexible “More competitive with traditional legal working patterns as the business grows – as well as
14 Tweet us @Briefingmag Briefing APRIL 2017 FEATURES
mentoring and a mission to actively promote flexible work arrangements. At EY, for example, women into leadership roles – he said the talent we encourage all staff to be equally vocal and EY needs may well be tempted away from the committed to childcare, which makes it easier for large global law firms. everyone to balance their lives and advance in “The fact is we’re all not good enough at their careers at the same time. Reward shouldn’t improving diversity – but it’s something EY can be commensurate with time spent managing certainly put committed effort behind to make a family responsibilities; there should be no stigma difference for over 230,000 employees. for anyone who takes their full leave. This is how “My personal experience is that the better the we will make progress and positive change. gender balance, the better the performance of “More generally, the legal profession has to leadership teams. We have several programmes realise lawyers are a part of a bigger, diverse team, that show success, but the tone is very clear that and commit to playing as part of that team. It we haven’t done enough. We want to do more, and needs to be less about the power of individual we’re committed to do more.” brand and ego and more about the client need.” Individual mentoring early in a career is Even if it does nothing else, having the Big Four important, he says. “We’re doing a lot to foster in the water with firms could lead them to think more female talent into more leadership more carefully about the business of top team positions.” One of his own mentees has, in fact, just formation and to up their game on equality. And returned from an international leadership and perhaps a dose of perspective is in order – that exchange programme that offers career coaching. we’re all splashing away in a pond with a certain “Organisations also need to truly embrace circumference after all.
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TEAM PROFILE Stand by me An office move and fit-out to make business team working more inventive was also a team effort for Mills & Reeve on the facilities front
Words Richard Brent Photography Simon Brandon
ver time the traditional law firm has “Even where it’s positive, it’s always best to slowly opened doors to a greater introduce large-scale cultural change on a O willingness to experiment – including relocation. There’s a sense of having a clean break with people’s personal space. And one with the past.” quite clear direction has been fewer literal doors to open. A version of an open-plan layout increasingly Getting warmer replaces those walled-off cubicles of industry that Perhaps it also helped, then, that Brook and others dared somebody to knock and disturb. on the project team were introducing several But when Mills & Reeve relocated in London it significant changes at once. First and foremost, saw fit to go even further than forcing people out everyone who uses the office in any capacity is into the open – culminating in an award-winning now constantly hotdesking – there are no fixed new approach to more efficient and empowered desks. Previously the firm’s offices had only tried office working. this model for business services teams. “Here the Head of facilities Nick Brook explains: “Each system is the same for everyone – secretaries, time we relocate and fit out somewhere new, we support and partners alike,” says Brook. try to do something better than before. This time They just need to book up one of those desks Above: Emma Ruiz, head receptionist we knew we needed to up our game for clients – so before sitting down at it. (standing) and Nick better seminar and meeting room facilities, with Mills & Reeve is a top 50, six-office national Brook, head of new technology – but also for our own people. firm, but it typically makes sense for all sorts of facilities, Mills & Reeve
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FIRM FACTS “There are lots of studies that show MILLS & REEVE Offices: 6 that alternating between sitting and Countries: 1 standing is beneficial to both health Revenue: £87.2m Headcount: 930 + and concentration.” Ratio, fee earners to business services staff: 2:4 Nick Brook, head of facilities, Mills & Reeve
clients to have catch-ups with people in London. more time focusing on electronic working. And the firm’s people now have new freedoms for Sometimes subtler working changes can get lost in managing those interactions. the bigger picture during a move like this.” Brook explains: “Someone coming to London Another big discussion point was whether to could look at the other bookings and ‘bring your own mug’ or use disposables, says spontaneously choose to sit next to someone Brook. Fortunately, the mugs won. And people also they’re on a project with that day or week. have to clear their desks each day, moving However, it could also just be someone it would be belongings to a locker if necessary. Receptionist useful to spend time with more generally.” Emma Ruiz enforces the arrangement, with the A central screen, conveniently located next to help of a “cupboard of shame” that attracts “all the the coffee machine, also shows who’s occupying common stuff – scarves, umbrellas, makeup.” which desks – which means colleagues can But by the big carrot for buy-in to change was wander over and find them. “There are genuinely the arrival of the sit-stand desk. Almost the norm those moments where you spot people you don’t now in Scandinavian offices, says Brook, the firm’s expect to see, and can suddenly discuss something people can alter the height of their desk unplanned,” says Brook. throughout the day. One particularly imaginative policy to avoid “There are lots of studies that show alternating ‘settling in’ or bulk-booking is that you can also between sitting and standing is beneficial to both only book the exact same desk for five days in a health and concentration. Humans aren’t made to row (and only up to two weeks in advance). That’s sit at a screen for eight hours a day. And, people the same whether you’re a ‘Londoner’ or a visitor, didn’t moan about not having a desk – they talked he explains. What if people are working together about the fact they could work standing up! on longer-term projects? “They can still all sit “People can manage to avoid a ‘post-lunch together, but they’ll need to move to a new part of slump’, may find they can be more assertive when the office.” it matters, but also find an optimum rhythm. Eight On the other hand, people don’t have to book transitions is found to be quite good,” he laughs. before the working day begins. They can turn up Ruiz adds: “It’s a great way to stretch your legs and find a free desk there and then. “Home and – and also a stand-out when I’m showing around away colleagues see real benefit in that level of the many clients who want to have a look. spontaneity,” says Brook. “A post-occupancy survey showed the clear- desk policy raised a few grumbles,” admits Brook. Alert to advantage But even that has a likely productivity advantage. The firm assembled a focus group, including the “Every day is a fresh start, and now has that feel head of the London office, spanning practice areas about it – there’s never a desk piled high with and support functions, to build consensus for all papers, which has the potential to get you down.” this – and future change. For example, there is less Meanwhile, community morale has had a boost onsite storage, replaced with multi-functional across the firm. “It’s important that we’re not devices (follow-me printing) and a bigger push pretentious about it. But it’s true that people get a toward digital working. sense of satisfaction and pride from showing IT director Iain Cushion (not pictured) says: clients and others around.” Who doesn’t like to “There’s an increase in scanning capacity, and dual boast about their new furniture? screens at every desk to encourage employees to The firm’s other offices also wonder when work on electronic versions of documents instead they’ll get to stand on the job. And there’s certainly of printing. We ensured everyone was set up for more people spontaneously pitching up in London this from day one – which meant lots of IT from other offices for a city break from the norm resource over the weekend of the move. – which is as good for collaborative cross-working “In fact, it would have been great to spend even as it is for client service.
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COMMENT A more direct approach Tom Dean, corporate partnerships manager at Legal Support Network, says more direct sourcing can help law firm recruiters get more of their recruiting right, right now
ll law firms face an ongoing there’s an interest in understanding how VISIT challenge to find the best people. recruitment processes compare with www.lsn.co.uk/jobs A Sourcing candidates in the most others in the sector. efficient manner while also This has led to us creating a new series making sure they fit into the culture of the of recruitment roundtables on direct firm has long been a battle for many HR sourcing strategies for recruitment heads teams and hiring managers. to help spread some best practice. We also But while it’s hugely important for recently ran our very first LSN growth, recruitment must also be seen in recruitment survey (and to our the context of being a major cost centre. knowledge, the first such survey in the Recruitment can take up an enormous sector). The results are analysed by our amount of time. On top of this cost, add in friends at Briefing in the pages that the agency fee and consider the potential follow. financial loss of not finding someone for a The purpose was to gauge the extent to role for some time – or, worse still, hiring which the largest law firms are direct the wrong person and having to start all sourcing and explore the mix of drivers over again. Getting recruitment right first behind this and the channels being used. time is critical. As suspected, not all large firms had a Technology has been transformational direct sourcing strategy (only half did), for dealing with this challenge. It enables and the majority were doing this to save firms to reach a much wider audience, money. The level of success varies – and and potentially avoids the need for a (not surprisingly) firms are more recruitment agency as well as shortening successful in directly recruiting those in the hiring process. There are now many business services functions than fee ways to source candidates and recruit earner roles. – and of course, like so much else in life, From the roundtable activity I’ve that’ll often be online. chaired for LSN, and many other less Legal Support Network (LSN) and formal discussions on the topic, the most Briefing can help law firms reach the poignant comment to come out was that business services community to showcase regardless of how you recruit (directly or their employer brand and source business via agency), you need to have a strong Technology enables services candidates directly. In my role, I employer brand to secure the very best firms to reach a much speak to those in HR and recruitment in candidates. wider audience and law firms about how they recruit and, Please get in touch with me at unsurprisingly, I hear that all firms are [email protected] if you’d like to discuss potentially avoids the facing similar challenges. the survey in more detail, or find out more need for an agency, as It’s clear that nearly all firms want to about what LSN can do to help you with well as shortening the refine how they recruit. Furthermore, your own direct sourcing journey. hiring process.
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COMMENT Power up your pipeline Mark Husband, managing director at Codex Edge, says narrowing your candidate pipeline from ‘maybe’ to ‘definitely’ doesn’t have to be such an imprecise science
n 14 March, resourcing heads Social media platforms like LinkedIn VISIT and HR directors from 19 of the seemed to be a panacea, and indeed, we O UK’s top 50 firms and one of the know it can be effective. However, our www.codexedge.com Big Four accountancy firms, research shows that only 75% of solicitors gathered for a roundtable discussion on have profiles – and at least a quarter of the results of Legal Support Network’s these don’t cite their practice areas, recruitment survey. We very much preventing appropriate filtration and enjoyed being part of a fascinating session. further limiting the accessible talent pool. The overriding impression we gained is There’s a real need to drive efficiencies that legal recruitment can be a rather and savings through a focus on targeting imprecise science. The wide net cast the best possible candidates at the start of through advertising, and the amount of every process. We also know from years of time spent on LinkedIn, coupled with search experience that contacting uninvited interjections by recruiters and candidates who are already seen as hiring managers, creates huge amounts of appropriate by the firm leads to a far work for recruitment teams – without greater degree of engagement than an necessarily leading to a solution. unguided, speculative approach. Getting Codex Edge offers precise candidate appropriate candidates into your pipeline pools from the start of our service. Once early limits the risk that they will already you’ve approved the selection, we have been contacted by recruiters establish which candidates would be following a published advert by the time interested in speaking to you now, or at you want to speak to them. any time in the future. Possessing qualified leads for each role The hiring manager’s urge to engage in empowers your recruitment team. They processes with ‘maybe’ candidates can can control the timing and nature of the only be reduced by access to a reliable message, both to the market and to the pipeline of ‘definitely’ ones. One attendee individual. On a larger scale, we can set up said the rough annual cost in lost partner an entire pipeline of talent and PQE pools time spent on interview processes “that for you – creating swift and predictable led nowhere” exceeded £1m. Stakeholder hiring solutions year round. We offer the engagement, we were told, is driven by advantages of a search and selection Contacting candidates trust in process – and lawyers are process, with no recruitment fees. who are already seen as persuaded by facts. A pre-approved and Codex Edge is a highly specialised appropriate by the firm visible pipeline of candidates meets this sourcing solution that was specifically need. developed to allow fee earner recruitment leads to a far greater There was a time when advertising to become predictable, economical and degree of engagement solutions worked – large recruitment controllable, and it is only available to than an unguided, businesses were built on such solutions. private practice firms. speculative approach.
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ANALYSIS Got a direct line? Briefing’s editor Richard Brent analyses the difference that direct sourcing makes, and hears from top 100 heads of recruitment about how the business of talent is changing
ne of a law firm’s constant chal- the willingness of people to promote themselves as lenges is the identification and ‘personal brands’ on various forms of social media engagement of the talent it needs has also shot up in the years since Facebook and O to keep pace with the competi- Twitter, there’s a chance for business to amass tion. As the competitive landscape much greater intelligence about a potential pool of changes – with not only a wide range of new people that it might hope to attract. entrants, but also new career patterns – that A Briefing/Legal Support Network (LSN) challenge only intensifies. Firms may not only survey of law firm heads of recruitment found that need new resourcing models to be as efficient as half said their firm had a strategy in place for the possible, but also new ways of sourcing the talent. direct sourcing of candidates (graph 1). A further Take, for example, the rise of ‘direct sourcing’ – third (35%) said their firms were in the process of the apparent trend of seeking an increasing developing one. Just 15% knew of no such strategy number of potential candidates using the firm’s in the pipeline – although it has to be said that internal talent – and networks –rather than some may be permitting direct sourcing to happen external recruitment agencies (‘headhunters’). As without a strategy (and possibly, some may
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question the wisdom of that). Anecdotally, Does your firm currently have a direct however, we know that some of those without a 1 sourcing strategy? direct sourcing strategy in 2016 had it on their to-do list for 2017.
Part role plays? 15 One fairly reassuring sign of a strategic approach is someone who clearly has a job to ‘lead’ on it. Here, however, there is a picture of practice that might perhaps also be described as ‘piecemeal’. Only 15% 50 of those polled said their firms have an individual in the talent team dedicated solely to direct sourcing (graph 2). And most said their firms 35 (67%) have someone on it as part of a wider role. But this begs the question, among others, of how senior those leading direct sourcing are (and whether that matters), and what the ideal balance • Ye s • Developing one of activity is. Does it, in fact, require a dedicated • No specialist – or is it just one tool, among many, for anybody to use if it happens to suit the role they’re working on? Alex Flatman, head of recruitment at Osborne Clarke, says: “We lose something if we have people solely focused on direct sourcing – the best Does your firm employ someone whose sole approach is a balanced one. 2 job is to source candidates directly? “We need as wide a pool as possible to attract the best talent – and our direct sourcing methods are incredibly effective at achieving this, but we don’t lose sight of the value that a good agent and 15 their network can bring. “We don’t do traditional retained search any more, but it’s important to retain relationships with select, trusted agencies, and to be realistic about the levels that can be achieved effectively 67 18 in-house.” Tracey Austin, head of recruitment at Norton Rose Fulbright, adds: “The allocation of direct sourcing time to a role doesn’t need to be too rigid – but we’ve certainly seen value in moving to more of a combination of external suppliers and upskilling internally.” • Ye s Moreover, the skill or seniority of the role in • Part of a wider role question may well be relevant. For example, • No although 18% of respondents said their firms could probably fill over 80% of business services roles themselves, there was noone who felt their firm could manage that for fee-earning teams (although 14% said 60-80% was feasible.) But Rob Fowler, head of legal resourcing at RPC, says: “Direct sourcing can be tailored to any legal business role – you just need the right person or
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Does your firm actively 3 talent-pool?
32 38
30 • Ye s • We do a bit • We don’t
persons on your team, with the experience and the says: “We use a variety of networking groups on passion to make it happen.” sites such as LinkedIn and ensure we maintain For Austin at Norton Rose Fulbright, however: regular contact. Our applicant tracking system “It’s particularly useful – and also easier to offers a method to track this, but each area’s demonstrate the cost saving – in cases where owned by the relevant recruiter to ensure you’re sourcing larger teams of people for the candidates are speaking to a person and not an business.” automated machine.” Danielle Owen, head of recruitment at A very popular channel is the ‘internal referral’ Shoosmiths, adds: “I wouldn’t say it suits some – where current employees recommend talent areas more than others, but we’ve certainly they know outside work, usually for some form of noticed better results in areas where our networks financial incentive – something which may pave are strongest, for example our HR hiring. Also, the way for a ‘warmer’ experience on all sides. Our some candidates still prefer to engage a third-party survey finds 94% of firms operate such a scheme. to negotiate on their behalf. We have attracted On the other hand, to what extent are firms’ direct appointments at all levels, from paralegal to people let loose on LinkedIn, Twitter (which 24% partner, and across business support teams.” say their firms use) or indeed Facebook (just 9%) – their personal networks of ‘friends’ and former Pooling resources colleagues – for facilitating these introductions? But a key benefit of the approach ought to be not It’s worth noting that the larger UK and just access to a wider pool of candidates to pick international firms, in particular, still shy away from, but also more insight into that pool. In from social media. A quarter (26%) of recruiters at particular, can resourcing teams build a longer- firms direct source at events – while job boards are term view of their talent needs, staying on top of still very popular (71%) for publicising vacancies, any changes in those demands and building more and even more so professional online touchpoints with candidates throughout their ‘communities’ (77%) such as the ever-expanding careers (so-called ‘talent pooling’)? realm of LinkedIn (and our friends at LSN). A third (32%) of respondents are clear their RPC’s Fowler says: “You need a multi-channel firms don’t yet have a talent pool, but a not direct sourcing strategy – social media, networks insignificant 30% say they do – while 38% say and referral schemes all work particularly well.” they have one “to a limited extent” (graph 3). The Direct sourcing is so embedded at Norton Rose obvious question here is whether this pool is any Fulbright that new joiners receive network more than a list of people and their career histories ‘onboarding’ in their induction. that the business ‘likes’ – or genuine engagement Austin at Norton Rose Fulbright says: “We help with people the firm is actively interested in employees to update their profiles – providing having in its future. examples so that they can then craft in their own How might that work? Owen at Shoosmiths words. We also work with them to find groups
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How do these consequences of direct sourcing 4 rank in importance for the recruitment team?
45% • Most important • Least important 40% 41 35% 38 38 30% 25% 20% 25 25 15% 16 10% 5% 9 3 0% Cost saving Shorter time Control of the brand and Improved quality of to hire candidate experience candidates they should connect with, tailored according to the quality of the candidate is always paramount, their specialism. And we discuss how they can use as is filling every vacancy in a timely manner.” their networks to share roles we’re recruiting for But clearly a transparent cost saving ought to in their areas and amplify key marketing convince others in the business. Flatman says she messages.” was fortunate to have the opportunity to speak at Plus, there are one-to-one sessions for those at the partners’ conference on the topic. She had a partner level, where marketing provides a hands- platform to explain the cost savings (more than on personalised service, “helping them to update £1.3m this financial year) “but also the amount of their profile and connect to the relevant groups, partner time saved in a more structured process before talking through how to maximise from a and highlighting the candidates we wouldn’t marketing perspective.” otherwise have seen.” However you go about it, several practitioners Owen at Shoosmiths says: “A key challenge to point to the importance of monitoring and highlight is the potential to be motivated to direct measuring all recruitment activity – direct or source for purely financial reasons, when we have otherwise – to ensure it meets objectives. to maintain focus on attracting the best candidate Maria Coombe, recruitment manager at Blake for a role. Morgan, says: “We have an ambitious growth “Of course, there are potential savings to be strategy, and so it’s crucial we have the right made in reducing agency spend, but considerable people in the right places. For that reason, all time and effort needs to be invested in sourcing recruitment is signed off by either our chief and then managing the process directly. By direct operating officer or managing partner. sourcing, we own the candidate experience and “Following two successful mergers, it was more can ensure any process moves swiftly. important than ever for our recruitment team to “Being in the business we’re best placed to deal ensure that all our processes were aligned and with any concerns or answer questions about the effective across all areas of the firm.” firm and what it’s really like to work here, which reduces the risk of ‘drop out’ later down the Extra factors candidate journey.” Let’s not kid ourselves that a big driver for Only a tenth (9%) of respondents picked out The Legal Support Network recruitment bringing more work in-house isn’t the consider- more control over the candidate experience (that survey was sent to able cost saving – and indeed, two-fifths said this is, in the absence of recruitment agencies) as the HR directors, heads of recruitment and was the ‘most important’ factor (graph 4). But a most important factor (38% said it was least recruitment managers quarter pointed to both a shorter ‘time to hire’ and important) – which isn’t, of course, to say that it’s at the top 50 UK and top 10 international improved quality in the average candidate coming not important. But as the profession braces itself law firms by revenue, through – or, in other words, both better risk for another bout of Brexit uncertainty, it’s perhaps in 2016. It was completed by people management and competitive advantage. understandable if it’s the bottom line that makes at 34 firms – a 57% Flatman at Osborne Clarke says: “Ultimately, the business case at the end of the day. completion rate.
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BRAIN TRAINING
Brain training 28 Easy reading Rachel Vecht, director of Educating Matters, says engaging with employees in their role as parents and carers is also a good way of building stronger working bonds
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ESSAY Easy reading Rachel Vecht, director of Educating Matters, says offering opportunities for employees to learn from other parents or carers is a good way of showing that work-life balance is more than mere words
ow literacy supporting the local community cause by helping to relaunch an levels under- and contributing to the national in-house charity book library. L mine the UK’s campaign. A number of law Pinsent Masons supports over economic firms were among those busi- 600 students through 12 schools competitive- nesses to signup, including every year. It also supports the ness and can create huge Baker McKenzie, Berwin goals of other high-profile barriers to social mobility. Leighton Paisner, Bird & Bird, literacy campaigns such as Read KPMG estimates that poor Norton Rose Fulbright, Clifford On, Get On, which works to a literacy skills cost the taxpayer Chance, Pinsent Masons, Mayer vision of all children reading £2.5bn every year, at a direct cost Brown, Slaughter and May and well, at age 11, by 2025. to business. And the National Travers Smith. Kate Fergusson, head of Literacy Trust says that in some These firms have undertaken responsible business at Pinsents, disadvantaged areas of the a wide range of activities – from says: “Continuing commercial country, over a third (35%) of workplace campaigns to success relies on the education the population lack the literacy highlight the importance of and employability of the young skills that would be expected of reading for enjoyment to people in our local communities, an 11-year-old. For those volunteering in schools and and ultimately the stability of affected, this compromises libraries, providing work those communities. Being a employability, health, experience, and – on a national responsible business wholly confidence and happiness. level – using various networks to reinforces our strategy to attract, raise awareness and build more retain and enable talented Giving back to school support for tackling the literacy people. In 2016 the National Literacy gap challenge. “And we recognise that Forum launched the Vision for For example, BLP helps in the businesses have a key role to play Literacy Business Pledge to the local community by in tackling skills shortages encourage the UK business recruiting more volunteers from among UK school leavers. Our community to join a national the workforce for a long-term school partnership programme literacy campaign and help close scheme helping children who was initiated in 2003, and it this gap. At the start of the year, need extra reading help at a represents a long-term 44 businesses from a wide range school in Newham. Further commitment to improving of sectors signed a pledge to afield, the firm has provided academic achievement, raising help to raise overall literacy work experience, careers advice aspirations and creating better levels for one year. It involves and skills development, and life chances for children living in committing to take action in supported the East London some of the most deprived areas three distinct areas – engaging Children’s University. of the UK. employees in the workplace, Employees also engaged in the “Around 30% of our people
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Top reading tips for parents are actively engaged in our The absolute key is finding ‘the right book’. Every time a child volunteering programme each 1 experiences reading something boring, too challenging or too year, and volunteering also easy, they’ll be put off. On the other hand, children’s attitudes to creates opportunities for skills reading can be transformed by reading one book they really enjoy. development, team building and Reading doesn’t always have to involve a book. It should be part networking with colleagues and 2 of everyday life. It may be newspapers, magazines, comics, other businesses. It’s something magic tricks, instructions to a game, road signs, a TV guide or the back that we encourage all our people of a cereal packet. to do.” Parents are role models for children. Make sure they see you 3 reading regularly – particularly relevant for fathers and sons. Have Home helps ‘family reading time’ at the weekend where everyone sits together and Chris Edwards, corporate social reads their own thing. responsibility and diversity Read aloud to your children, even if they are confident, manager at Travers Smith, says 4 independent readers. It gives parents an opportunity to discuss his firm signed the pledge to what they’re reading and ensure that their comprehension is solid. send a positive external message Make time. Don’t overload children with too many extra- of its commitment to improving 5 curricular activities. And longer periods of uninterrupted time, social mobility by boosting such as weekends or school holidays, are a more productive time to literacy levels. The firm helps to build the habit. One trick – say: ‘Lights out unless you’re reading!’ run a range of schemes. Partici- pation is actively encouraged, and a number of partners and busy parents and carers to make challenged to balance work senior business managers take a the most of the time they spend productivity with meeting their lead on efforts. reading and writing with their family responsibilities. And if an However, another very children and families.” employer is seen as important aspect of the pledge The seminars run by unsupportive of caring involves engaging employees as Educating Matters can be responsibilities, it’s unsurprising parents to raise the profile of webinars or workplace clinics, if that affects team morale, and literacy for the sake of their own covering a wide range of eventually drains talent, with children. In 2016 Travers Smith parenting-related challenges. As potentially serious cost employees met during their well as literacy, firms have implications. lunch hours for seminars on a covered numeracy, homework, There are benefits to range of subjects – such as exam preparation, children’s use providing non-work-related instilling in children a love of of technology and screens, support for both firm and books and reading, choosing schools, motivation, employees. Recognising this, understanding how reading is self-esteem, emotional many firms have established taught in schools, and practical intelligence and creating more their own networks, or actively tips for what parents can achieve harmony between siblings. promote external alternatives, at home. There was also a Having sessions like these at such as Cityparents. seminar on developing work also promotes an ongoing For employers, this is an children’s writing skills. internal support network for opportunity to demonstrate “Travers Smith has used such parents, and may serve to concern and empathy, courses as an effective way to normalise common challenges enhancing the firm’s image as an equip our people with they face. Indeed, they may be employer of choice. It also information and skills needed to one of the only opportunities for signals that the firm takes develop children’s literacy and employees (irrespective of title work-life balance seriously, communication skills,” says or role) to meet as parents – and knowing that if employees feel Edwards. “As a busy law firm, equals. It’s rare they’d have less stressed and guilty about we understand that non-work another, similarly relaxed forum time spent away from home, time can be a very precious in which to share stories or they’ll be more engaged and commodity. These resources and advice while at work. focused, and ultimately more skills training help to enable Parents are continually productive, at work.
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Industry views
Issue sponsor: A brighter day for cloud Practise your profitability 32 Jose Lazares, senior vice 36 Richard Hill, regional account president, strategy and business manager EMEA at DW Reporting, says management for risk and technology firms need to get more commercial with products at Intapp, says more clients their pricing and process analysis to are bringing firms into the cloud improve profitability
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ISSUE SPONSOR
INDUSTRY ANALYSIS A brighter day for cloud Jose Lazares, senior vice president, strategy and business management for risk and technology products at Intapp, sees attitudes to cloud-based services lifting in legal
aw firms have been understandably who should know better. cautious in their approach to cloud- There are many strategies for clamping down L based services – taking a wait-and- on unauthorised technology use and mitigating the see approach as technologies are associated risks. At the same time, many IT leaders tried, tested and proven. are trying to understand the motivations for However, there are many signs that the winds individual users to ‘go rogue’. The reasons often have changed. In 2016, 62% of the 440 firms come down to convenience and ease of use. responding to the ILTA technology survey A big part of the challenge for IT is to ensure reported that adoption of cloud-based solutions that the services they offer are convenient and easy was now “increasingly likely” – up 11 percentage to use, and that all staff are aware of – and fully points from 2015. trained on – the systems available to them. In addition, many IT departments are now In the shadows incorporating cloud-based applications in certain What’s behind this shift? There are many reasons. areas, and/or offering lists of ‘approved’ cloud Certainly, lawyers’ demands and the problem of services that employees are authorised to use. By ‘shadow IT’ – unauthorised routes to meeting thoroughly reviewing cloud services vendors, and them – are undercurrents that no firm’s IT establishing policies around how employees use department can afford to ignore. these applications, IT can help to manage security, Today it’s easier than ever for individuals to set confidentiality and other risks, and ultimately up their own cloud services accounts. Whether it’s enforce compliance. a client who offers to make a file available via A CIO we spoke to recently said that he even Dropbox, or a colleague who suggests creating a welcomes requests from partners to evaluate new file on Google Docs to make it easier to collaborate web-based applications and mobile apps on a on a project, temptations abound for employees regular basis. If employees’ suggestions are
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listened to, and they’re involved in a formal If employees’ suggestions are evaluation process, they become more aware of the listened to, and they’re involved in review criteria and considerations in selecting the a formal evaluation process, they right applications for the firm. become more aware of the review Clients calling for cloud criteria and considerations in There are also clear signs that a growing number selecting the right applications. of corporate law departments and their law firms are more comfortable in trusting cloud services providers with their sensitive data – particularly as ‘best-of-breed’ solutions become available in more key areas. sophistication of cloud-based services also means For example, although some clients have clear that firms are more confident in formally offering outside counsel guidelines that limit the storage of cloud-based collaboration to their clients via their data in the cloud, in other instances it’s the services such as HighQ. clients themselves that are requiring firms to use In other words, the cloud offers more than just certain cloud-based services. efficiency or expediency. Some firms are already Many enterprises today require invoices to be using cloud services strategically to offer a highly submitted electronically via web-based services differentiated experience to their clients. such as eBillingHub. In other cases, clients – themselves recognising the need for improved file Safe passage? sharing, collaboration and a clear audit trail of Of course, security concerns have loomed large on which files were accessed, and when – are the horizon for law firms, which are regularly requiring firms to use document management targeted by hackers for access to sensitive client services such as Box. information. In the aforementioned ILTA survey, The growing maturity, security and 44% of respondents reported that security con-
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Many cloud service providers threat modelling, code reviews and penetration regularly undergo security audits testing? How are system vulnerabilities uncovered and patched? and work to adhere to strict security Firms are also developing a stronger standards. Firm IT departments appreciation for how a shared security model are also becoming more savvy in between cloud services providers and IT should evaluating cloud services from a work to defend against data breaches and security point of view. minimise risks. Security measures such as multifactor authentication, encryption and identity management – essential tools in any IT arsenal – are all the more critical in a cloud environment. Centralised access management, and ongoing training and education of employees, are also cerns have been a barrier to cloud adoption at critical in a world where the biggest vulnerabilities their firms. flow from the behaviour of end users – whether In parallel, however, there is growing awareness their intentions are overtly malicious, overly of the advanced security controls that cloud trusting or merely careless. infrastructure providers can provide. In another survey – the ILTA/InsideLegal technology Saving days purchasing survey, a quarter of respondents cited In a world where clients are putting a lot of security as one the most compelling reasons to pressure on firms to reduce costs, the cost savings embrace cloud-based technologies. that come from using cloud services are another Many cloud service providers regularly significant part of their appeal. undergo security audits and work to adhere to Both firms and their clients can cut capital strict security standards such as ISO 27001. expenditures and operating costs over the long Firm IT departments are also becoming more term when they reduce the numbers of on- savvy in evaluating cloud services from a security premises servers they need to purchase and point of view. maintain. And firm and in-house IT departments In evaluating cloud applications, it’s important are increasingly focused on adding business value for IT to understand the security controls put in beyond simply ‘keeping the lights on.’ place by the vendor. How secure are the APIs and At the same time, firms are understandably interfaces? Does the vendor carry out rigorous concerned about whether this cost saving comes
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For more information, visit: www.intapp.com
Change in the atmosphere Whether your firm is considering a dramatic shift from an on-premises-only IT infrastructure to a ‘cloud-first’ strategy, or pursuing a pragmatic move to the cloud application by application, it’s clear that the atmosphere has changed significantly. Adopting cloud services provides organisations with the ability to be more agile, flexible and efficient. It can also enable them to allocate IT resources to other initiatives – focusing internal staff on more strategic security roles, or positioning at the expense of reliability and performance. IT as a catalyst for firm-wide improvements in For cloud infrastructure providers, such as process efficiency – delivering greater business Amazon Web Services, maintaining maximum value, faster. uptime – and minimising the impact of service Most importantly, the cloud can help to free outages when they do occur – are another key those IT resources to contribute more directly to focus. The top infrastructure as a service (IaaS) innovation in terms of client services. providers compete on the basis of 99%+ But as a provider committed to offering firms a availability, as well as 99%+ durability – the ability choice – cloud or on-premises – Intapp looks to restore data after a fault has been corrected. forward to helping firms navigate the journey The popularity of high-availability cloud-based ahead, whichever way the wind blows. email management services such as Mimecast, is also helping to propel firms to the cloud. The 2016 ILTA survey found over half of firms reported using cloud-based high-availability (HA) email services or a combination of cloud-based and onsite HA solutions for email. Reliability and performance are key advantages of using cloud applications such as Intapp Open and Intapp Time. Indeed, cloud-based applications enable vendors to innovate faster and implement software updates and patches as soon as they become available. Costly upgrades that take months or years can be a thing of the past.
Cloud-based applications enable vendors to innovate faster and implement software updates and patches as soon as they become available.
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INDUSTRY ANALYSIS
Practise your profitability Richard Hill, regional account manager EMEA at DW Reporting, offers some practical pointers for turning up profit with technology
rofitability is the primary measure of profitable? Traditionally, lawyers have used their any successful business. With greater experience to price matters, but there are several P scrutiny of revenue, costs and other flaws to this approach. metrics, today’s firm looks at First, assumptions made historically may no profitability in more ways than ever before – client, longer be true. Over time, fee earner rates change, partner and firm-wide profitability, to name but a delivery times (should) get more efficient and other few of the possible dimensions. elements or requirements in the delivery of a But at the root of all profitability measures is matter may now be different. matter profitability and how much money a firm Second, without a detailed review of how a makes (or doesn’t) on a case-by-case basis. For a matter was delivered – what was done well or firm to be profitable and successful it needs to badly, unexpected costs that arose, and so on – a fee manage profitability at this lowest level – the earner may inadvertently come to an incorrect matter. In other, simpler, words: look after the price point and institutionalise poor working pennies and the pounds will look after themselves. practices, leading to cost inefficiencies and ultimately a lower profit margin. The value of experience? While an experience-based approach was So how does a fee earner ensure their matters are acceptable a few years back, today’s world is
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For more information, visit: www.dwreporting.com
different – and clients’ expectations have changed. Firms are now using pricing In a climate of lower revenues, tightening margins solutions to evaluate whether and increasingly demanding clients, firms need to be more focused on profitability. They should have they should bid for new clients complete visibility into profitability at matter level, or work before spending so that both strategic and tactical adjustments can significant time and effort on be made on a timely and regular basis. panels and pitches.
Deals with data A number of law firms now understand that the ‘golden’, age-old measure (and often the base for Not for everyone bonus remuneration) of chargeable hours ‘utilisa- Another factor is the correct utilisation and tion’ is no longer the be-all-and-end-all. Although leverage of a firm’s fee earners. With the help of important, it’s a contributing factor alongside pricing tools, smart firms are moving away from a revenue, realisation – and profitability. ‘bums on seats’ approach to work. And they’re As a result, there have been significant more focused on finding matters that add value to developments in the structure of law firm matter the business. pricing, including the appearance of dedicated By incorporating matter pricing practices and pricing managers at large international law firms technologies into the day-to-day running of the to assist in the pricing and profitability of large, business, firms can get the fee-earning team to complex matters. become more commercial in its approach. Indeed, But the real shift is that business intelligence, AI firms are now using pricing solutions to evaluate and contextual analytics technologies are at long whether they should bid for new clients or work last able to assist fee earners and management before spending significant time and effort on teams with correctly pricing matters of all sizes panels and pitches. and complexities. Last, and by no means least, better pricing There are now solutions that provide firms with solutions and proactively tracking matter budgets the capability to effectively interrogate, profile and leads to better client management. Fee earners can model their historical matters and create robust have more effective business conversations with templates of how best to deliver legal services at clients about the delivery of services – the the right price point and profit margin in future. associated costs and various options against budget And they can continuously track matters against limitations. Moreover, tracking matter budgets in forecast budgets, proactively identifying potential real time gives fee earners the ability to have more areas of overspend or other unexpected activity. constructive conversations with clients regarding These new capabilities also give firms the ability potential overruns before that work is delivered – to manage multiple budget versions on a per- as opposed to a situation where work is delivered matter basis and fine-tune these as more over budget and the difference written off. information is established, managing customer In an increasingly competitive and complex expectations throughout. market, maintaining profitability should be a From a business perspective, what does this mainstay requirement for both fee earners and mean? Improved firm profitability, for sure – but management. It depends on accurate pricing and also greater sensitivity to costs and more cost-effective delivery – and the smart firms are awareness of how profitability is impacted with now turning to technology to give them the each and every matter. competitive advantage.
37 Tweet us @Briefingmag Briefing APRIL 2017 REAR VIEW
Six of the best worst Passwords Password management provider Splashdata puts out a list of the
October 2016
year’s 25 most common security passwords – so, the worst ones BriefingSMARTER LEGAL BUSINESS MANAGEMENT
DRESS TO IMPRESS? FORWARD MARCH CULTURE CHANGES Do unwritten rules about dress and How Ashurst is investing Lewis Silkin on tackling cross- possible for beating cyberattack. What came top in 2016? Plenty of bearing risk discrimination? in innovative edge culture transformation usual suspects, but also cute new entrants hottie, flower, sunshine, and loveme – with football and princess proving more popular than in 2015. And is zaq1zaq1 perhaps the most unusual of the 25 most used? Sadly knocked off the list: 123456789, baseball, 111111, 1qaz2wsx, monkey, letmein, qwertyuiop ... and starwars. Ready for takeoff Law firms discuss the best ways of achieving strategic growth For the full list, visit: www.teamsid.com/worst-passwords-2016
Number sequences are widely used – as yes, numbers are easier for our brains to 123456 1 remember than a random sequence of letters. But something like this isn’t so much an invitation to intruders as a wide-open door. ADVERTISE IN Is this the most clichéd of password password fails? Laziness can cost you – or your 2 business – a lot more than the precious Briefing time you smugly think you’re saving by having a memorable password to punch in. Briefing gives you brand visibility and an authentic Um, have we seen something like this voice in the legal sector. before? This might do a slightly better 12345 job of keeping you safe if it was simply We don’t just place advertorial 3 in Briefing – we work closely reversed. It’s a little surprising that a classic with sponsors to edit, refine and number countdown like this doesn’t cut it for the reinvent their stories to make them hall of fame. Not that we’re recommending it. relevant and useful to Briefing readers. Otherwise, why should A good password must contain eight readers read them? Find out why 12345678 characters, so good start. But should many others have come back to 4 be a combo of numbers and letters. Briefing time and again to tell us Doh. To pop the cherry on top, have at least one their stories. uppercase letter – and don’t put it first or last. Contact Holly at Briefing: 0870 112 5058 As much as a password may represent [email protected] who you are as a person, it’s best to football 5 steer clear of team names or basic words that describe your interests ... especially when you share that interest with millions.
Creative? If you think you’re being qwerty clever, perhaps think again. Tricks 6 with patterns on the keyboard are not your friend, my friend. In fact, patterns and repetition in general are a big no no!
38 Tweet us @Briefingmag Briefing APRIL 2017 Service Management for legal professionals Highly configurable Service Management for control and visibility across your whole business
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Intapp has set new standards for innovation, quality Now we’re proud to announce cloud versions of Intapp and success across multiple software categories. Open (for intake, conflicts and terms of business man- agement) and Intapp Time. These solutions offer just But we’re not content to rest on our laurels. At Intapp, what you’d expect from modern cloud solutions, like: the sky is not the limit — which is why we’ve made big ISO compliance, encryption, high performance, uptime investments to bring our software to the cloud. monitoring, disaster recovery, and more.
As a software delivery model, the cloud offers real and Whether you see clouds on your immediate horizon, or significant advantages to IT and business users alike — prefer to stay put on premises just a little while longer, including smoother upgrades, faster innovation, easier Intapp continues to offer software, service and support integration, and seriously strong security. designed to help you and your firm reach new heights.
The Future of Client Success