KM LEGAL UK A KNOWLEDGE MANAGEMENT AND CLIENT VALUE CONFERENCE

Transcription

1 KM LEGAL UK M LEGAL UK KM LEGAL UK A KNOWLEDGE MANAGEMENT AND CLIENT VALUE CONFERENCE 18 May 2016: KM strategy, organisational culture and client value 19 May 2016: Proving value through tools, people, processes and client design M LEGAL UK Save 249 when you book before 24 March ATTEND THIS CONFERENCE TO: Increase client satisfaction through integrating KM and business development teams to deliver cutting-edge services. Promote a culture at your firm that drives knowledge-creating and sharing Understand how a knowledge strategy fits within the broader strategic landscape See a return on investment when implementing forms of artificial intelligence (AI) at your firm Understand how to build a knowledge management system that helps a firm quickly adapt to change #KML16 Grand Connaught Rooms, London, WC2B 5DA SPEAKERS FROM: THREE WAYS TO BOOK: +44 (0) events@ark-group.com

2 DAY ONE 18 May: KM strategy, organisational culture and client value 08:30 Registration and refreshments 09:00 Welcome from the Chair Mark Collins, Partner and Director of Knowledge Management, Penningtons Manches STRATEGIC IMPERATIVES 09:15 Incorporating agility into the firm s strategic planning This session will touch on some key strategic issues which will be developed by others during the conference, such as the role of KM at the centre of the firm s strategy and the role of KM in embedding client relationships. Finally, it will look to identify trends in legal knowledge in the next decade. Achieving greater levels of transparency to create a stronger link between strategic planning and execution How KM can build greater agility in maximising the impact of the firm s investments Driving new revenue through effective knowledge management Excelling in the current market conditions where clients are becoming increasingly sophisticated What will legal knowledge look like in the next five to ten years? Lucy Dillon, Chief Knowledge Officer, Reed Smith LLP 10:00 Building a clear line of sight: Knowledge, strategy and a sustainable competitive advantage Effective strategy and the creation of a sustainable competitive advantage is not just about knowing your clients, the market, your competitors and your business. The great law firm brands are those which excel at execution. What are the simple things that you can do to leverage your strategic and tactical assets? How does knowledge strategy fit within the broader strategic landscape? How can it be used to inform the creation of competitive advantage? What is the role of culture in driving knowledge creation, sharing and promotion of positive behaviours? How should the KM function position itself to deliver maximum value for the firm? The ability to use knowledge creating knowledgeability Andrew Hedley, Director, Hedley Consulting 10:45 Morning coffee break CASE STUDY 11:15 Government Legal Department designing a KM culture which is aligned with business strategy and strong adoption This presentation will outline how the Department implemented a successful KM programme which it was able to adapt over the past two years, when the business expanded from 700 lawyers to around 1500 lawyers. Establishing a KM structure from scratch without PSLs or a state-of-the-art IT system Overcoming the sceptics and embedding a KM culture Motivating colleagues to share and collaborate Getting senior management on board Metrics used to establish what is important Making KM part of business as usual Zoë A. Huckle, Lawyer, Head of Knowledge Management (Litigation and Employment), Government Legal Department INSPIRATIONAL LEADERSHIP 12:00 Cross functional alignment in supply chain planning Andrew will look at how investment decisions in knowledge management are made in practice and how these can be successfully implemented. In particular, he will consider the importance of good communication in combining a strategic overview with fee earner input, and an understanding of technology. A successful supply chain planning process Maintaining focus on stakeholder needs Creating cross functional collaboration to maximise value for the firm through effective implementation How KM and marketing make client relationship management a success The hierarchy and cultural aspects of internal collaboration Making small things work Andrew Telling, UK Head of Knowledge Management, Taylor Wessing 12:45 Networking lunch 13:45 Taking a holistic approach to enable innovation and evolution Innovation and evolution projects often fall into one of two traps they are either too small scale and never break out of the silos, or they are overly ambitious and never get delivered. Stephen will discuss how you can pick the best ideas, find ways to turn them into something real and deliver them into business as usual. The road from innovation is paved with good intentions. There are too many ideas how do you decide which ideas will work for your firm and which won t? How do you bring change to the firm? After buy-in what next? From project to business as usual living with the new Stephen Allen, FRSA Director of Service Delivery and Quality, DLA Piper 14:30 Knowledge leadership, behaviours and culture This presentation will explore the connection between senior sponsorship, everyday leadership behaviours and the development of a knowledge-sharing culture. If a senior partner asked you, how can I help the firm achieve their KM vision? how would you respond? How can leaders and role models share knowledge? How partners can sponsor and develop the firm s culture as a knowledge business Identifying the behavioural barriers to knowledge sharing Examples of recognition versus reward Leading by example knowledge leadership for knowledge management Chris Collison, Owner and Director, Specialist in Knowledge Management and Organisational Learning, Knowledgeable Ltd 15:15 Afternoon coffee break

3 DAY ONE 18 May: KM strategy, organisational culture and client value CREATING CLIENT VALUE AND LEADING INNOVATION PANEL DISCUSSION: CLIENT INSIGHT 15:45 Industry knowledge as competitive advantage Clients are becoming more sophisticated and what they buy is more than just a legal opinion. Because value for one client is not the same for another, lawyers need to understand how their clients perceive value and deliver without sacrificing quality. Industry knowledge and trends in the KM market Using value added services effectively to make it tangible for clients From traditional business development to client relationship initiatives What clients want from their firms beyond practical legal advice Connecting the dots between client service; the client experience and the firm s bottom line Getting your pricing right for knowledge value added services and gaining return on investment in KM Ensuring that marketing, business development and KM functions work together John Bunker, Head of Private Client Knowledge Management, Thomas Eggar Andrew White, Partner, Bird & Bird Harriet Creamer, Principal, Gulland Padfield Michelle Bramley, Global Head of Knowledge Management - Dispute Resolution, Freshfields Bruckhaus Deringer Gary Colet, Knowledge and Innovation Network, Warwick Business School 16:30 Client service innovation: The next frontier This session will discuss how newer and more effective models for differentiation and growth are evolving to help legal services leaders better serve their clients; enable stronger client relationships, and provide a clearer pathway to true trusted advisor status. Cultivating clear roles and responsibilities to effectively mobilise an organisation to achieve greater client satisfaction, retention and growth Learning how to match and mirror client business models to provide the assistance clients really need and want Driving client innovation through collaborative conversations with both clients and industry leaders Proactively translating clients strategic and operational decisions into highly effective just in time legal, regulatory and geopolitical advice Utilising law firm success metrics as defined by the client Operating collaboratively with the client to help them achieve their short and long-term business goals Janis L. Nordstrom, Chief Strategy & Innovation Officer, J.L. Nordstrom Global Strategies 17:30 Chairman s close 17:40 Close of Day One DAY TWO 19 May: Proving value through tools, people, processes and client design 08:30 Registration and refreshments 09:00 Welcome back from the Chair INTELLIGENT TECHNICAL SOLUTIONS 09:15 How artificial intelligence (AI) provides value added services in knowledge processing Gerard will discuss new artificial intelligence (AI) tools and what they can achieve for knowledge management processing. He will discuss how new solutions for modelling expertise can automate decision-making and the management of risk and compliance processes and thereby deliver immediate return on investment. The introduction of natural language interfaces to knowledge systems further extends their value to customer self-service. Embedding expertise and knowledge in business systems Modelling expert knowledge in risk and compliance processes The development of tools and pre-analysis to extract information of value to lawyers and clients Getting KM return on investment in AI Some legal issues relating to the use of knowledgeable AI systems Proof of concept a mini case study Gerard Frith, CEO, Matter 10:00 Legal documentation: Can you afford not to invest? Legal document automation specialist, Catherine Bamford, and DWF s Development Director, Jonathan Patterson, will be determining to what extent law firms need to embrace document automation and build it into the everyday working practices of their lawyers. Return on investment analysis is it an instant money maker? Where to start? Which documents are adding value to your firm and your clients? What are the common mistakes in legal document automation and how do you overcome them? Helping clients build their own document: client facing automation Catherine Bamford, Director, Bamford Legal Engineering Ltd Jonathan Patterson, Development Director, DWF LLP 10:00 Morning coffee break

4 DAY TWO 19 May: Proving value through tools, people, processes and client design WORKSHOP 1 11:15 Social media: Efficiencies; Best Practice; Thought Leadership and Business Development On The Go Sourcing consistent credible content How can KM and social media improve client relationships and grow your business Delivering value within your firm as part of a tailored social media strategy Time management: Where to concentrate your efforts to generate the best return for your firm Making sure your firm s business plan guarantees that your social media initiatives support your firm s overall aims David Laud, Chief Executive, Samuel Phillips Law WORKSHOP 2 Creating and managing value through virtual collaboration Developing the ability to capture knowledge in a structured way and turn it in to repeatable knowledge Structuring knowledge to make it available to the larger community and make it a seamless process Engaging different people from all parts of the company to collaborate virtually How substantial knowledge sharing and a collaborative effort is proven to add value to clients How KM works in different jurisdictions: Dealing with cultural differences COLLABORATION IN ACTION 11:50 This session is designed by you for you. Each speaker will facilitate a table and help you strengthen your role through exchanging ideas and experiences with your peers What problems are you facing? In what areas would you like to share your experience with others? What are others doing that you would like to find out more about? 12:40 Networking lunch EMPOWERING PEOPLE 13:40 Better together: Knowledge in business development (BD) This session will highlight the many ways that White & Case s knowledge and marketing teams have been working together to deliver cutting edge internal and external services to increase client satisfaction. What are the key drivers behind our need to collaborate? Challenges to collaboration and keys to success Where are your teams working well together and where could improvements be made? What would perfect collaboration and its results look like? Clare Semple, Senior Litigation PSL, White & Case Julie McCoy, Associate Director, Business Development, EMEA, Disputes & Competition, White & Case DEMONSTRATING VALUE THROUGH PROCESS AND CLIENT DESIGN PANEL DISCUSSION 15:20 Integrating KM into legal project management (LPM) The delivery of legal services is becoming increasingly commoditised and clients are reluctant to pay for non-value added services. This is having a profoundly damaging effect on law firms strategic objectives and their approach to pricing and profitability. Success factors in ensuring LPM is sustainable with KM How firms have begun to overcome the challenges of changing behaviour Getting the KM team to support adoption and adaptation of the firm s practices How is LPM value-adding: Helping to get the price right to get return on investment on your knowledge Getting clients to pay for value added services: how does this fit in with process management? Putting the lawyer in the clients shoes Priya Lele, Legal Project Management Lead, Corporate, Herbert Smith Freehills LLP Zoë A. Huckle, Lawyer, Head of the Government Legal Department KM Litigation and Employment, Legal Quality Team, Government Legal Department Michael Scargill, Counsel and Head of UK Knowledge Management, Corporate, Shearman & Sterling LLP 16:10 How law firms and their clients have successfully collaborated to improve processes Clients have a greater say in how their work is carried out, and they expect law firms to employ the same process improvement techniques they use to reduce costs. To what extent can processes within law firms become tethered with those of their clients? What sort of tools might serve as the glue for collaboration and who should govern this? How KM and IT can enhance client connectivity and embed legal services to support the firm s bottom line Defining client success through measuring, analysing, designing and improvement control Driving client innovation through collaborative conversation The critical forces expected to shape the operating environment for clients over the next decade What should KM charge for pricing contribution to accommodate these pricing tools? What are clients doing in terms of their own processes and transactional procedures? How are clients trying to ensure law firms see themselves as part of the process? 17:00 Chair s closing remarks 17:10 Close of conference 15:00 Afternoon coffee break

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