Innovation in Law Firms
portes grátis
Innovation in Law Firms
Implementing Successful Projects
Wolfenden, Catriona; Whittle, Stuart
Globe Law and Business Ltd
10/2024
191
Mole
Inglês
9781787429550
15 a 20 dias
Descrição não disponível.
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Introduction: What has Donoghue v. Stevenson got to do with innovation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1: A faster horse or the moon on a stick? . . . . . . . . . . . . . . . . . . . . . 1
Client-led innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The business of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Getting started - big picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Getting started with no money and no team . . . . . . . . . . . . . . . . . . . . . . . . 15
The importance of a vision (and Board support) . . . . . . . . . . . . . . . . . . . . 17
What does success look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
"You know this might not work, right?" - being comfortable with the uncomfortable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Forming, storming, norming, and performing - bringing together people with curiosity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Listen, talk, network, and listen some more - deciding what to do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
It's not just about the technology - starting the hearts and minds journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 3: Getting started - proofs of concepts and methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
The ideation process - creating a hopper of ideas . . . . . . . . . . . . . . . . . . . 31
Does it solve a problem and is it doable? Prioritizing ideas . . . . . . . . . . 34
Running a pilot - from timing and success criteria to risk approval and everything in between . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
An A-Z of useful (legal and non-legal) methodologies - taking what is useful and applying a liberal dose of common sense . . . . . . . . . . . . . . 46
Example pilot action plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Chapter 4: Skills, team, and bringing others with you - recruiting your "pirates in the navy" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How it helps to be a jack of all trades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How to encourage rebel ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Intrapreneurship - finding your "pirates in the navy" . . . . . . . . . . . . . . . 61
Innovation is contagious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
It is not the size of the innovation team that matters, but the careful curation of it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 5: When it works - lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Not all subject matter experts are born equal - how to spot the right ones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Ensuring you have the right people, in the right room, at the right time, on the right page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
How to help your subject matter expert with innovation . . . . . . . . . . . 82
How your subject matter expert should help you . . . . . . . . . . . . . . . . . . . 87
We have an interested client, now what? Minimum Viable Products and managing expectations . . . . . . . . . . . . . . . . . . . . . . 88
Is it repeatable and scalable (and does it always matter)? . . . . . . . . . . . . 90
Chapter 6: Change management - dealing with people . . . . . . . . . . . . . . 93
The "I've promised the client an app for that" lawyer . . . . . . . . . . . . . . . . 94
The naysayer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
The keyboard warrior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
The obdurate litigator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
The "That should be free for my client" lawyer . . . . . . . . . . . . . . . . . . . . . . 101
The enthusiastic amateur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
The "Can we have an app for that" lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
The technology visionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
The overcommitted lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
The baffled-by-Excel lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
The only interested the week before my appraisal lawyer . . . . . . . . . . . 109
The gold dust lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 7: So, you want me to collaborate? . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Internal collaboration - working with lawyers and business services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Working with clients - the moon on a stick . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Working with external suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with other law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with academia - is there a disconnect between research and reality? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Working with funding bodies - dealing with life at a different pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Working with micro and start-up businesses . . . . . . . . . . . . . . . . . . . . . . . . 132
Chapter 8: When things go wrong - bouncing back from lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving the wrong problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving a symptom and not a root cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Seduced by the art of the possible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Boiling the ocean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Being swayed by the loudest voice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
The wisdom of crowds or following like lemmings? . . . . . . . . . . . . . . . . . 144
Assuming the end user knows what they want . . . . . . . . . . . . . . . . . . . . . . 145
Having a solution before you know what the problem is . . . . . . . . . . . . 146
Spending time on the urgent rather than the important . . . . . . . . . . . . 147
Failing - not enough? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Chapter 9: If you build it, who will come? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
From pilot to roll-out - hurdles, pitfalls, and the problem of reacting to anecdote rather than data . . . . . . . . . . . . . . . . . . . . . . . . . . 150
What are you measuring - what does adoption success look like? . . . 152
Innovation solutions becoming business-as-usual - how do you gather momentum and let go? . . . . . . . . . . . . . . . . . . . . . 156
Following the crowd - adoption because everyone else is using it . . . 157
Chapter 10: Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Professional obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
People and organizational barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Chapter 11: Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Marketing teams - awards and the warm PR glow . . . . . . . . . . . . . . . . . . . 173
IT teams - products, architecture, and security . . . . . . . . . . . . . . . . . . . . . . 176
Risk teams - a changing risk appetite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Internal client and legal teams - just do it (even if we cannot define "it") . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 12: The next big thing - looking forward . . . . . . . . . . . . . . . . . . . . . 185
Has all the digital lipstick gone? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Towards a sustainable innovation model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
What next after the O-shaped lawyer? Upskilling future leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Introduction: What has Donoghue v. Stevenson got to do with innovation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1: A faster horse or the moon on a stick? . . . . . . . . . . . . . . . . . . . . . 1
Client-led innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The business of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Getting started - big picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Getting started with no money and no team . . . . . . . . . . . . . . . . . . . . . . . . 15
The importance of a vision (and Board support) . . . . . . . . . . . . . . . . . . . . 17
What does success look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
"You know this might not work, right?" - being comfortable with the uncomfortable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Forming, storming, norming, and performing - bringing together people with curiosity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Listen, talk, network, and listen some more - deciding what to do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
It's not just about the technology - starting the hearts and minds journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 3: Getting started - proofs of concepts and methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
The ideation process - creating a hopper of ideas . . . . . . . . . . . . . . . . . . . 31
Does it solve a problem and is it doable? Prioritizing ideas . . . . . . . . . . 34
Running a pilot - from timing and success criteria to risk approval and everything in between . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
An A-Z of useful (legal and non-legal) methodologies - taking what is useful and applying a liberal dose of common sense . . . . . . . . . . . . . . 46
Example pilot action plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Chapter 4: Skills, team, and bringing others with you - recruiting your "pirates in the navy" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How it helps to be a jack of all trades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How to encourage rebel ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Intrapreneurship - finding your "pirates in the navy" . . . . . . . . . . . . . . . 61
Innovation is contagious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
It is not the size of the innovation team that matters, but the careful curation of it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 5: When it works - lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Not all subject matter experts are born equal - how to spot the right ones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Ensuring you have the right people, in the right room, at the right time, on the right page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
How to help your subject matter expert with innovation . . . . . . . . . . . 82
How your subject matter expert should help you . . . . . . . . . . . . . . . . . . . 87
We have an interested client, now what? Minimum Viable Products and managing expectations . . . . . . . . . . . . . . . . . . . . . . 88
Is it repeatable and scalable (and does it always matter)? . . . . . . . . . . . . 90
Chapter 6: Change management - dealing with people . . . . . . . . . . . . . . 93
The "I've promised the client an app for that" lawyer . . . . . . . . . . . . . . . . 94
The naysayer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
The keyboard warrior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
The obdurate litigator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
The "That should be free for my client" lawyer . . . . . . . . . . . . . . . . . . . . . . 101
The enthusiastic amateur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
The "Can we have an app for that" lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
The technology visionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
The overcommitted lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
The baffled-by-Excel lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
The only interested the week before my appraisal lawyer . . . . . . . . . . . 109
The gold dust lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 7: So, you want me to collaborate? . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Internal collaboration - working with lawyers and business services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Working with clients - the moon on a stick . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Working with external suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with other law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with academia - is there a disconnect between research and reality? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Working with funding bodies - dealing with life at a different pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Working with micro and start-up businesses . . . . . . . . . . . . . . . . . . . . . . . . 132
Chapter 8: When things go wrong - bouncing back from lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving the wrong problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving a symptom and not a root cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Seduced by the art of the possible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Boiling the ocean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Being swayed by the loudest voice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
The wisdom of crowds or following like lemmings? . . . . . . . . . . . . . . . . . 144
Assuming the end user knows what they want . . . . . . . . . . . . . . . . . . . . . . 145
Having a solution before you know what the problem is . . . . . . . . . . . . 146
Spending time on the urgent rather than the important . . . . . . . . . . . . 147
Failing - not enough? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Chapter 9: If you build it, who will come? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
From pilot to roll-out - hurdles, pitfalls, and the problem of reacting to anecdote rather than data . . . . . . . . . . . . . . . . . . . . . . . . . . 150
What are you measuring - what does adoption success look like? . . . 152
Innovation solutions becoming business-as-usual - how do you gather momentum and let go? . . . . . . . . . . . . . . . . . . . . . 156
Following the crowd - adoption because everyone else is using it . . . 157
Chapter 10: Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Professional obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
People and organizational barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Chapter 11: Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Marketing teams - awards and the warm PR glow . . . . . . . . . . . . . . . . . . . 173
IT teams - products, architecture, and security . . . . . . . . . . . . . . . . . . . . . . 176
Risk teams - a changing risk appetite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Internal client and legal teams - just do it (even if we cannot define "it") . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 12: The next big thing - looking forward . . . . . . . . . . . . . . . . . . . . . 185
Has all the digital lipstick gone? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Towards a sustainable innovation model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
What next after the O-shaped lawyer? Upskilling future leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
Innovation, Innovation projects, Transformation Technology
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Introduction: What has Donoghue v. Stevenson got to do with innovation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1: A faster horse or the moon on a stick? . . . . . . . . . . . . . . . . . . . . . 1
Client-led innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The business of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Getting started - big picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Getting started with no money and no team . . . . . . . . . . . . . . . . . . . . . . . . 15
The importance of a vision (and Board support) . . . . . . . . . . . . . . . . . . . . 17
What does success look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
"You know this might not work, right?" - being comfortable with the uncomfortable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Forming, storming, norming, and performing - bringing together people with curiosity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Listen, talk, network, and listen some more - deciding what to do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
It's not just about the technology - starting the hearts and minds journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 3: Getting started - proofs of concepts and methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
The ideation process - creating a hopper of ideas . . . . . . . . . . . . . . . . . . . 31
Does it solve a problem and is it doable? Prioritizing ideas . . . . . . . . . . 34
Running a pilot - from timing and success criteria to risk approval and everything in between . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
An A-Z of useful (legal and non-legal) methodologies - taking what is useful and applying a liberal dose of common sense . . . . . . . . . . . . . . 46
Example pilot action plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Chapter 4: Skills, team, and bringing others with you - recruiting your "pirates in the navy" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How it helps to be a jack of all trades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How to encourage rebel ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Intrapreneurship - finding your "pirates in the navy" . . . . . . . . . . . . . . . 61
Innovation is contagious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
It is not the size of the innovation team that matters, but the careful curation of it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 5: When it works - lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Not all subject matter experts are born equal - how to spot the right ones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Ensuring you have the right people, in the right room, at the right time, on the right page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
How to help your subject matter expert with innovation . . . . . . . . . . . 82
How your subject matter expert should help you . . . . . . . . . . . . . . . . . . . 87
We have an interested client, now what? Minimum Viable Products and managing expectations . . . . . . . . . . . . . . . . . . . . . . 88
Is it repeatable and scalable (and does it always matter)? . . . . . . . . . . . . 90
Chapter 6: Change management - dealing with people . . . . . . . . . . . . . . 93
The "I've promised the client an app for that" lawyer . . . . . . . . . . . . . . . . 94
The naysayer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
The keyboard warrior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
The obdurate litigator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
The "That should be free for my client" lawyer . . . . . . . . . . . . . . . . . . . . . . 101
The enthusiastic amateur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
The "Can we have an app for that" lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
The technology visionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
The overcommitted lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
The baffled-by-Excel lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
The only interested the week before my appraisal lawyer . . . . . . . . . . . 109
The gold dust lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 7: So, you want me to collaborate? . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Internal collaboration - working with lawyers and business services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Working with clients - the moon on a stick . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Working with external suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with other law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with academia - is there a disconnect between research and reality? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Working with funding bodies - dealing with life at a different pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Working with micro and start-up businesses . . . . . . . . . . . . . . . . . . . . . . . . 132
Chapter 8: When things go wrong - bouncing back from lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving the wrong problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving a symptom and not a root cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Seduced by the art of the possible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Boiling the ocean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Being swayed by the loudest voice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
The wisdom of crowds or following like lemmings? . . . . . . . . . . . . . . . . . 144
Assuming the end user knows what they want . . . . . . . . . . . . . . . . . . . . . . 145
Having a solution before you know what the problem is . . . . . . . . . . . . 146
Spending time on the urgent rather than the important . . . . . . . . . . . . 147
Failing - not enough? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Chapter 9: If you build it, who will come? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
From pilot to roll-out - hurdles, pitfalls, and the problem of reacting to anecdote rather than data . . . . . . . . . . . . . . . . . . . . . . . . . . 150
What are you measuring - what does adoption success look like? . . . 152
Innovation solutions becoming business-as-usual - how do you gather momentum and let go? . . . . . . . . . . . . . . . . . . . . . 156
Following the crowd - adoption because everyone else is using it . . . 157
Chapter 10: Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Professional obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
People and organizational barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Chapter 11: Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Marketing teams - awards and the warm PR glow . . . . . . . . . . . . . . . . . . . 173
IT teams - products, architecture, and security . . . . . . . . . . . . . . . . . . . . . . 176
Risk teams - a changing risk appetite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Internal client and legal teams - just do it (even if we cannot define "it") . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 12: The next big thing - looking forward . . . . . . . . . . . . . . . . . . . . . 185
Has all the digital lipstick gone? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Towards a sustainable innovation model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
What next after the O-shaped lawyer? Upskilling future leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Introduction: What has Donoghue v. Stevenson got to do with innovation? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1: A faster horse or the moon on a stick? . . . . . . . . . . . . . . . . . . . . . 1
Client-led innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The business of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Getting started - big picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Getting started with no money and no team . . . . . . . . . . . . . . . . . . . . . . . . 15
The importance of a vision (and Board support) . . . . . . . . . . . . . . . . . . . . 17
What does success look like? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
"You know this might not work, right?" - being comfortable with the uncomfortable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Forming, storming, norming, and performing - bringing together people with curiosity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Listen, talk, network, and listen some more - deciding what to do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
It's not just about the technology - starting the hearts and minds journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 3: Getting started - proofs of concepts and methodologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
The ideation process - creating a hopper of ideas . . . . . . . . . . . . . . . . . . . 31
Does it solve a problem and is it doable? Prioritizing ideas . . . . . . . . . . 34
Running a pilot - from timing and success criteria to risk approval and everything in between . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
An A-Z of useful (legal and non-legal) methodologies - taking what is useful and applying a liberal dose of common sense . . . . . . . . . . . . . . 46
Example pilot action plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Chapter 4: Skills, team, and bringing others with you - recruiting your "pirates in the navy" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How it helps to be a jack of all trades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
How to encourage rebel ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Intrapreneurship - finding your "pirates in the navy" . . . . . . . . . . . . . . . 61
Innovation is contagious . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
It is not the size of the innovation team that matters, but the careful curation of it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 5: When it works - lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Not all subject matter experts are born equal - how to spot the right ones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Ensuring you have the right people, in the right room, at the right time, on the right page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
How to help your subject matter expert with innovation . . . . . . . . . . . 82
How your subject matter expert should help you . . . . . . . . . . . . . . . . . . . 87
We have an interested client, now what? Minimum Viable Products and managing expectations . . . . . . . . . . . . . . . . . . . . . . 88
Is it repeatable and scalable (and does it always matter)? . . . . . . . . . . . . 90
Chapter 6: Change management - dealing with people . . . . . . . . . . . . . . 93
The "I've promised the client an app for that" lawyer . . . . . . . . . . . . . . . . 94
The naysayer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
The keyboard warrior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
The obdurate litigator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
The "That should be free for my client" lawyer . . . . . . . . . . . . . . . . . . . . . . 101
The enthusiastic amateur . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
The "Can we have an app for that" lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
The technology visionary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
The overcommitted lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
The baffled-by-Excel lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
The only interested the week before my appraisal lawyer . . . . . . . . . . . 109
The gold dust lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 7: So, you want me to collaborate? . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Internal collaboration - working with lawyers and business services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Working with clients - the moon on a stick . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Working with external suppliers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with other law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Working with academia - is there a disconnect between research and reality? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Working with funding bodies - dealing with life at a different pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Working with micro and start-up businesses . . . . . . . . . . . . . . . . . . . . . . . . 132
Chapter 8: When things go wrong - bouncing back from lessons learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving the wrong problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Solving a symptom and not a root cause . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Seduced by the art of the possible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Boiling the ocean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Being swayed by the loudest voice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
The wisdom of crowds or following like lemmings? . . . . . . . . . . . . . . . . . 144
Assuming the end user knows what they want . . . . . . . . . . . . . . . . . . . . . . 145
Having a solution before you know what the problem is . . . . . . . . . . . . 146
Spending time on the urgent rather than the important . . . . . . . . . . . . 147
Failing - not enough? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Chapter 9: If you build it, who will come? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
From pilot to roll-out - hurdles, pitfalls, and the problem of reacting to anecdote rather than data . . . . . . . . . . . . . . . . . . . . . . . . . . 150
What are you measuring - what does adoption success look like? . . . 152
Innovation solutions becoming business-as-usual - how do you gather momentum and let go? . . . . . . . . . . . . . . . . . . . . . 156
Following the crowd - adoption because everyone else is using it . . . 157
Chapter 10: Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Professional obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
People and organizational barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Chapter 11: Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173
Marketing teams - awards and the warm PR glow . . . . . . . . . . . . . . . . . . . 173
IT teams - products, architecture, and security . . . . . . . . . . . . . . . . . . . . . . 176
Risk teams - a changing risk appetite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
Internal client and legal teams - just do it (even if we cannot define "it") . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Chapter 12: The next big thing - looking forward . . . . . . . . . . . . . . . . . . . . . 185
Has all the digital lipstick gone? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Towards a sustainable innovation model . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
What next after the O-shaped lawyer? Upskilling future leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
