The document discusses how the digital universe is exploding with more data being created every day. Professionals are overwhelmed by the increasing amount of information from more sources. It argues we need better, not just more, information. It provides examples of how competitive and financial intelligence can provide insights into opportunities for client development, market prioritization, and constructing pitches. The examples analyze potential opportunities with BP, UAR/CO, and Medtronic to determine which may be the most profitable. Medtronic is identified as the best opportunity due to the firm's experience and connections as well as Medtronic's litigation spend.

1. Actionable Intelligence: Finding Insights and OpportunitiesPatrick Fuller, Managing Account DirectorCharlie Vanek, Sr. Director, Product Marketing

2. Intelligence, Intuition and InformationYou Are Here2Source: Opte.org

3. The Information Universe Is ExplodingThe digital universe is ~ 800 Exabytes and growing at over 60% CAGR30,000PC memory (Kb) – 1990sK20,000,000Skype users online at peak timesM400,000,000Total number of Facebook usersM10,000,000,000Daily financial market price movementsB15,000,000,000,000,000New data bytes created every dayP100,000,000,000,000,000,000Google's cluster of addressable storageE3Source: EMC, IDC, Gartner

4. The Information Universe Is ExplodingExabyte: 2 x 1018

5. More People Sending Us Information2006Respondents Who Receive > 50 E-mails per Day2010120%100%According to Contact Networks, the average number of e-mail contacts more than doubled from 2007 to 20095Source: Thomson Reuters Professional Information Survey 2010

6. More Information from More SourcesThe number of “mainstream” communication media employed by professionals increased from 4 to 7 in just five yearsCommunication Media Employed by Professionals6Source: Thomson Reuters Professional Information Survey 2010

7. Respondents Who Spent / Spend > 3 Hours per Day Reading Newspapers / Journals / Publications60%20062010100%Respondents Who Read > 3 Publications per Day85%125%More Time Consuming Information7Source: Thomson Reuters Professional Information Survey 2010

8. Professionals Are Overwhelmed8

9. Intuition vs. Analytical ReasoningIntuition-based decision makingAnalytical reasoning decision makingIntuitionInformationFast - quick, snap shot judgments

10. Fragile - subject to psychological biases

11. Subconscious, not auditable, hard to justify, inconsistent

12. Allows for accurate judgments backed up by data

13. Time consuming, expensive

14. Risk of not “seeing the forest for the trees”9

15. Intuition vs. Analytical ReasoningIntelligent Information decision makingIntuition-based decision makingAnalytical reasoning decision makingIntuitionInformationKnowledge to ActKnowledge Fast - quick, snap shot judgments

16. Fragile - subject to psychological biases

17. Subconscious, not auditable, hard to justify, inconsistent

18. Allows for accurate judgments backed up by data

19. Time consuming, expensive

20. Risk of not “seeing the forest for the trees”to ActChanneledChanneledKnowledge to ActConnectedContextualizedContextualizedConnectedTrustedTrusted10

21. What We Need Is Better, Not More InformationKnowledge to ActKnowledge to ActChanneledChanneledKnowledge to ActConnectedContextualizedContextualizedConnectedTrustedTrustedTHE TRADING EXPERIMENTIndividuals were presented with information and had to decide whether to buy or short a stock

22. Group 1 received unintelligent information – less trustworthy, unconnected, non-contextual information which was not channeled for human consumption

23. Group 2 received intelligent information which abides by the Hierarchy of Information Needs – trustworthy, connected, contextualized, and channeled to the task at hand

24. 10% more people in Group 2 made the correct decision

25. On average, Group 2 achieved 40% higher net economic return

26. Subjects in Group 1 were twice as variable (less consistent) in their decision making11

27. Intelligence, Intuition and InformationIntuitionInformation12

28. Intelligence, Intuition and InformationWhat We Need Is Better, Not More Information13

29. InsightDefinition of INSIGHTMerriam Webster First known use – 13th Centurythe power or act of seeing into a situationthe act or result of apprehending the inner nature of things or of seeing intuitively INSIGHT can also refer to other matters in psychology. Problem Solving behavior requiring insight is the subject of Insight Phenomenology.An insight is derived from a rule which links cause with effect. The mind is a model of the universe built up from insights, and thoughts from the mind fall into two categories:Analysis of past experience with the purpose of gaining insight for use within this model at a later date; Simulations of future scenarios using existing insights in the mind model in order to predict outcomes.

30. “With my mind on my money, and my money on my mind”MARKET GROWTH

31. Revenue Growth: AmLaw 2002003$49,981,000,0002010$81,895,500,000Growth64%2003 - 2010 Growth: AmLaw 200550% $1B+ Firms51% PPEP33% RPL10% Equity Partners22% Total Lawyers

32. AmLaw Top 50: Percentage of Total AmLaw 200 Market

33. “Efficiency is doing things right; Effectiveness is doing the right things.”Peter DruckerSURVEY RESULTS

34. RFP Increase: Past 18 Months

35. RFP: Complexity & Time To Complete

36. Marketing & Business Development Departments

37. Access To Financial Software

38. "Genius is seeing what everyone else sees and thinking what no-one else has thought.“Albert Szent-Gyorgyi (1893 – 1986) Hungarian Chemist, discovered the Citric Acid Cycle and Vitamin CMARKET INSIGHT

39. Insight: Representation Patterns

40. Insight: Scenario Planning – Mergers (SWA – AT)

41. Insight: Scenario Planning (TBA In– SWA ATH)Passenger Air CarriersSouthwest / AirTran

42. Insight: Threat Assessment

43. Insight: Threat Assessment – Work By Office

44. Insight: Is The Client Buying on Price?

45. “Success has a way of seducing smart people into thinking they cannot lose.”Bill GatesINSIGHT: COMPETITIVE & FINANCIAL INTELLIGENCE

46. A Few Examples of CI / FI UsesCross SellingWhich clients typically hire firms for multiple areas of representation?What types of work? Growth trend? Our Experience?Which markets? Competitive Landscape? Profitable?Client VisitsMarket Share & other firms retained for similar work? Potential for cross selling?Hiring new counsel / replacing existing counsel in any areas? Sending out new RFP’s?What are the rates and demand by timekeeper in other markets, by practice area – both existing representation & potential growth areasOpportunity Assessment / Prioritization

47. “Informed decision-making comes from a long tradition of guessing and then blaming others for inadequate results.”Scott AdamsINSIGHT: PRIORITIZATION

48. Scenario: Opportunity PrioritizationSCENARIO: The firm is evaluating a few potential opportunities, which may be the best opportunity?Our firm has 450 Attorneys, offices in Chi, SF, LA, Dallas, DC, NYCWhich opportunities present the best opportunity for profitability?Some steps used in the analysis:Who do we know?What’s our experience?How profitable might it be?What is the landscape of the market demand, rates, realization?Who is our competition, both real and perceived?

49. Candidate 1: BP

50. Candidate 2: UAR / CO

51. Candidate 3: MedtronicReceived RFP for IP LitigationNew GC, Cameron Findlay, hired in 2009Findlay was GC at Aon Corporation in Chicago (2003 - 2009)Former Partner at Sidley (1993 – 2001)Potential to follow a similar path as former Sara Lee GC Rick Palmore?

52. Medtronic: Who Do We Know?

53. Medtronic: Quick Litigation Glance

54. Aon: Quick Litigation Glance

55. Medtronic: IP Litigation

56. Medtronic: IP Lit Representation (SF, Dallas)

57. Aon: Representation in SF, Dallas State, Fed Courts

58. Aon: Leading Litigation Representation

59. Aon: Representation by Firm Size

60. Medtronic: IP Litigation By Size90% of Medtronic’s IP Lit is handled by firms of 40 or more; 65% by 100 or more.Overall, 86% of all litigation is handled by firms of 40 or more, and 40% is handled by firms of 500 or more attorneys.

61. Additional ConsiderationsOne of Medtronic’s greatest needs is IP Lit, something Aon didn’t haveHas retained a Dallas-based litigation boutique for IP Litigation in Texas, and retained an AmLaw 50 firm based in Dallas for IP Transactions.Is there a pattern of Aon retaining certain firms in specific markets? Medtronic?Which firms did Aon historically retain in certain jurisdictions, and for what practice areas?How often did Aon change outside counsel? Is there a pattern? How often does Medtronic appear to change outside counsel?

62. Medtronic / Aon: Additional InsightMedtronic’s primary outside counsel had intermittent patterns of picking up work in additional areas of representation.As for Aon, there is a history of firms handling more than one area of work.With Mr. Findlay now at Medtronic, is possible that Medtronic will now begin retaining firms for more than one primary area of representation? If so, it will dramatically increase the competitive landscape for the IP Litigation, but also offers additional opportunities for client development.

63. Patent Lit: Collected Rates & Demand

64. Medtronic: Final Thoughts How should we construct our team and pitch based in part on what we’ve been able to determine?

65. Intuition vs. Analytical ReasoningIntelligent Information decision makingIntuition-based decision makingAnalytical reasoning decision makingIntuitionInformationKnowledge to ActKnowledge Fast - quick, snap shot judgments

66. Fragile - subject to psychological biases

67. Subconscious, not auditable, hard to justify, inconsistent

68. Allows for accurate judgments backed up by data

69. Time consuming, expensive

70. Risk of not “seeing the forest for the trees”to ActChanneledChanneledKnowledge to ActConnectedContextualizedContextualizedConnectedTrustedTrusted51