Tech Adoption and Change Management. ALT Scottsdale 2019

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Gwenda McCormick
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1 Tech Adoption and Change Management ALT Scottsdale 2019

2 Since 1993, >$3 Billion Spent on Core Legal Technology Matter Management Spend Management IP Management Claims Management Practice Management Key point 6

3 Questions to Consider Generally, is the life of your clients, attorneys or paralegals better? 2. Are your organizations able to better manage legal service delivery and operations functions? 3. Does your Firm/Client have better information to make strategic decisions?

4 NO!

5 Cross Your Arms

6 90% of people can t change

7 Another Story Global financial institution Sizable law department Sizable outside counsel spend Law department technology Microsoft Outlook Microsoft Office Document Management

8 A Story Track matter activity, spend and exposure in a Microsoft Word and Excel document Takes approximately 1 week each month to collect, collate and distribute the required information (From virtually the entire law department staff)

9 How can this be rational? Such problems should not arise, according to traditional economic theory: All people are rational Individual choices are consistent with expected utility theory People correctly update their opinions and beliefs based upon new information that is received

10 How can this be rational? Someone making $50,000 a year: Company match of 6 percent of his contributions = additional $3,000 per year. The rational model unequivocally predicts that people will certainly snap up such an opportunity. But they don t -- not even workers aged 59 ½ or older, who can withdraw sums from their 401k plans without penalty. There s no downside and a huge upside. Still, people procrastinate they plan to enroll soon, year after year, but they don t do it.

11 How can this be rational? Casino gamblers, for instance, are willing to keep betting even while expecting to lose People say they want to save for retirement, eat better, start exercising, quit smoking and they mean it. But they don t do it.

12 Economic Man makes logical, rational, self-interested decisions that weigh costs against benefits and maximize value and profit to himself. Traditional Economic Theory

13 Economic Man is an intelligent, analytic, selfish creature who has perfect self-regulation in pursuit of his future goals and is unswayed by bodily states and feelings. Traditional Economic Theory

14 Economic man has one fatal flaw He DOES NOT exist

15 Behavioral Economic Theory People make systematic choices/mistakes due to psychological blind spots that most people have The context in which a decision is made has an enormous effect on the decision

18 Obvious Simple Easy

23 $1 $10

24 It s easier to act your way to a new way of thinking than to think your way to a new way of acting.

28 8 Step Process for Leading Change Dr. John Kotter

30 Aggregate Impact of Marginal Gains Over Time status quo

35 The Hard Truth about Innovation Traditional Wisdom Sucessful innovation depends on providing an environment where there s a tolerance for failure and willingness to experiment; it s safe to speak up; and it s highly collaborative and non-hierarchial.

36 Real Innovation is Tolerance for failure Willingness to experiment Psychologically Safe Collaborative Lack of hierarchy No Tolerance for incompetence Highly disciplined based on potential learning value Brutally Candid (two-way street) Individual Accountability Not lack of Leadership

38 Leave the gun, take the cannolis Keep you prioirites straight and don t forget to treat yourself and your team after a job well done.

39 You can have my answer now, if you like. My final offer is this: Nothing. Never get bullied into making a decsion you don t agree with, even if it means offending someone who s trying to intimidate you.

40 Among reasonable men problems of business could always be solved. When trying to solve a tricky problem, leave it alone and come back to it later. A solution will always present itself.

41 We go to the mattresses. When faced with an imminent problem or threat, don t give up. Keep pressing forward remembering the ultimate goals and objectives.

42 keep your friends close, but your enemies closer. If you are familiar with the naysayers and negative people in your organization, you ll be able to anticipate them and plan accordingly.

43 It s a Sicilian message. It means Luca Brasi sleeps with the fishes. Symbolism can be clever, but remember, ABC Always Be Clear.

44 He s been dying from the same heart attack for the last 20 years. Don t cry wolf too often or people will doubt your sincerity.

45 A lawyer with a briefcase can steal more than a thousand men with guns. Finesse is sometimes more important than muscle.

46 Don t ever take sides with anyone against the family again. Ever. Keep a unified front at all times; voice concerns you have in private.

47 This is business. Not personal. Don t get too sentimental or emotional when making decisions.

48 Now listen: I want somebody good and I mean very good to plant that gun. I don t want my brother coming out of that toilet [empty handed], alright? When delegating important tasks to others, make sure you ve covered all the bases and haven t left anything to chance.

49 Someday, and that day may never come, I ll call upon you to do a service for me Build a powerful community. By helping others you will receive help as well.

50 David Cambria Global Director of Legal Operations 2019 Baker & McKenzie Global Services NI Limited bakermckenzie.com

Cliché on young high-tech employees glamourous workplace. When talking about hazardous working conditions, we usually think about smoggy

Cliché on young high-tech employees glamourous workplace or What holds true to young high-tech workers in the 4th industrial revolution When talking about hazardous working conditions, we usually think