Table of Contents
Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii Chapter 1: Knowledge management strategies and frameworks for the post-COVID world By Nick Milton, director and co-founder, Knoco Ltd Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 The four main scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 KM strategies for a new world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 How KM operated during lockdown and remote working . . . . . . . 5 A KM framework for a hybrid organization . . . . . . . . . . . . . . . . . . . . . . . . 8 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Chapter 2: Adapting legal knowledge management to the hybrid workplace By Chris Boyd, chief operating officer, and Amy Halverson, director of knowledge management, research and information services, Wilson Sonsini Goodrich&Rosati Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 The new legal workplace will be a hybrid one . . . . . . . . . . . . . . . . . . . . . 11 KM resources and practices will be key to making the hybrid workplace succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Preparing KM for a hybrid future by cultivating connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Leveraging fully remote learnings to optimize KM for a hybrid world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Chapter 3: Social KM in a time of COVID…and beyond By Ian Rodwell, head of client knowledge and learning, Linklaters LLP The role of social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 The impact of COVID-19 on social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 “Rewilding” social KM in a COVID-emergent world............... 23 Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Chapter 4: Knowledge management 2.0 – after the perfect storm, sailing with AI to new discoveries By Joe Cohen, UKIME head of innovation, and Andrea Miskolczi, Europe director of innovation, Dentons A perfect storm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Keeping the good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Embracing the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Beyond the old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Chapter 5: Data-driven knowledge-based management By Jonna Vainikainen, business process manager, Castrén&Snellman Attorneys Ltd The evolving role of knowledge management.................... 33 Data quality – good enough and fit for purpose . . . . . . . . . . . . . . . . . 34 Ensuring good-quality data – metrics and evaluation . . . . . . . . . . . 36 The rising era of data-driven technologies and automatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Legal industry trends call for good-quality data . . . . . . . . . . . . . . . . . . 40 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Chapter 6: Legal technology and knowledge management By Elisabeth Cappuyns, director of knowledge management, DLA Piper LLP (US) Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Developing trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Overview of legal technology tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 Additional considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Chapter 7: Artificial intelligence and automation By James Loft, COO, Rainbird Technologies Artificial intelligence and automation in knowledge-driven industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Unlocking automated decisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 The combination of human potential and artificial intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Technology ecosystems that support business growth . . . . . . . . . . 57 Chapter 8: Search By Jon Beaumont, senior manager of knowledge management, Shearman&Sterling LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Previously . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Location and content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Basic approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Knowledge, data, and systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Users and solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Chapter 9: Digital transformation, knowledge management, and cybersecurity in the post-COVID era By Tiffany M. O’Neil, director of KM and technology innovation, and James G. Perkins, chief operating officer and chief compliance officer, Procopio, Cory, Hargreaves&Savitch LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Digital mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Knowledge management and technology innovation . . . . . . . . . . . 78 Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Protecting against attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 Chapter 10: KM and innovation in law firms and legal departments: twins separated at birth? By Gordon Vala-Webb, thought leader, speaker/author, and innovation professional Who is doing what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Long live KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Inter-connections between KM and innovation . . . . . . . . . . . . . . . . . . 88 Similarities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 New order of things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Chapter 11: Hybrid competitive intelligence – gathering intel remotely By Mark Gediman, senior research analyst, Alston&Bird, LLP, and Kevin Miles, manager, research services, Norton Rose Fulbright Transitioning to a hybrid environment – cultural shifts . . . . . . . . . . 93 Strengths and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Managing expectations in a hybrid environment . . . . . . . . . . . . . . . . 95 Use of virtual tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98 Ethics and CI are not mutually exclusive . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Summing up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Chapter 12: Retaining KM talent By Tara Pichardo-Angadi, head of knowledge (EMEA), Norton Rose Fulbright LLP Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 Developing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Chapter 13: Inclusion and diversity in knowledge: raising awareness and embedding best practice post-COVID By Orla Bingham, service owner, content development, and Katherine Lang, senior knowledge lawyer and London knowledge lead, Baker McKenzie Inclusive training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Inclusive language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Inclusion of all colleagues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Allyship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Bringing your whole self to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 Returning to the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 What next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Chapter 14: Building and managing a truly global research team post-COVID By Kathy Skinner, director of research, White&Case LLP Changes to research teams post-COVID and their impact on global team-building and alignment . . . . . . . . . . . . . . . . . . 123 What are the biggest long-term challenges and what organizational support do you need to address them? . . . . . . . . . . 124 What new opportunities can your team realize in this changed environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Chapter 15: Law firm knowledge management and the metaverse By Anthony J. Rhem, CEO and principal consultant, AJ Rhem&Associates Inc. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131 Metaverse drivers for law firm knowledge management . . . . . . . . 132 Legal research in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 Law firm collaboration in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . 135 Legal and ethical issues of law firm KM in the metaverse . . . . . . . 136 The metaverse and knowledge continuity in law firms . . . . . . . . . . 136 Conclusion and key points to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137 About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139