Finding the Fulcrum, Tipping Boulders: Strategic Approaches to Effecting Change


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This was presented at ILTA14. Strategic technology has great potential to tip business units (practice areas) toward opportunities to be efficient and profitable. Find the tipping points as we focus on approaches to developing and identifying opportunities for strategic change and ensuring the successful completion of these initiatives.

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  • First, answer the question “What’s in it for me?” as it relates to social collaboration for the end-user.
    Then, reinforce usage via a multi-channel communication plan.
  • Finding the Fulcrum, Tipping Boulders: Strategic Approaches to Effecting Change

    1. 1. Finding the Fulcrum & Tipping Boulders: Strategic Approaches to Effecting Change
    2. 2. Our Panel Richard Clark Director of Conflicts & Records, Haynes and Boone LLP Sally Gonzalez Jeff Willinger KM & IT Strategy Consultant Michael Farrell Group LLC Social Business Strategist, Rightpoint @jwillie
    3. 3. • Creating a sense of urgency • Common barriers to change • Psychology of change; how to foster listening • Identifying and prioritizing opportunities • Case Studies • Q&A Agenda
    4. 4. 8. Anchor new approaches in culture 7. Consolidate gains; produce more change 6. Generate short term wins 5. Empower broad based action 4. Communicate the vision 3. Form vision and strategy 2. Broad-based coalition 1. Create urgency High Organizational Reach Low Change is easier when the platform is burning… High Number of Leaders Needed Low Source: Leading Change; John Kotter
    5. 5. The Good Old Days… Pre 2008 The Legal Platform is Finally Burning…or Smoldering
    6. 6. Pre-2008 Demand Exceeds Supply • Demand growth of 4.5% per year • Rate growth of 6-8% per year • Modest competitive pressures • Healthy growth rates even for firms lacking strategic focus Post-2008 Supply Exceeds Demand • Organic growth dependent on stealing market share or finding market niches • Strategic focus becomes critically important The Legal Platform is Finally Burning…or Smoldering
    7. 7. Pre-2008 A Seller’s Market • Law firms control basic structure and processes of legal work as well as pricing, organization, and scheduling • Focus on rates and billable hours • Few incentives for efficiencies Post-2008 A Buyer’s Market • Clients demand efficiency and cost effectiveness in delivery of legal services • Firms beginning to work in different ways • New competitors in market The Legal Platform is Finally Burning…or Smoldering
    8. 8. “Well, in our country,” said Alice, still panting a little, “you’d generally get to somewhere else – if you run very fast for a long time, as we’ve been doing.” “A slow sort of country!” said the Queen. “Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that.” Lewis Carroll, Through the Looking Glass and What Alice Found There
    9. 9. • Leadership coming from same background • Closed-minded attitude • Client demands / external pressures • Absence of financial incentives or motivation • Scale of change required Barriers to change
    10. 10. What makes attorneys good for their clients? • Critical Thinking: • Skeptical • Cynical • Pessimistic • Negative • Attorneys all come from the same background • Always top of class • Smartest person in the room • Result oriented, rather than process oriented Psychology of Attorneys
    11. 11. • Avoid coercive or incentivized approaches • Make sure you understand the objective • Obtain attorney buy-in • Solicit input, or • Make them think it is their idea • Listen to Needs Psychology of change; how to foster listening
    12. 12. Identifying Opportunities -- In A Target Rich Environment
    13. 13. Identifying Opportunities -- Measure Against Business Value
    14. 14. Identifying Opportunities -- Setting Priorities
    15. 15. Identifying Opportunities -- Transform Into a Roadmap
    16. 16. Case Studies
    17. 17. “Kotter Step” Approach Create urgency Powerful business case presented in KM Strategy Broad-based coalition Project team included representatives from all stakeholder communities (KM, IT, Firm Management, Lawyers) Form vision and strategy Spent 2-3 months envisioning and strategizing Communicate the vision Formal communications plan; tightly controlled and consistent messaging and language throughout Empower broad based action Outreach to KM Community and Practice Groups; engagement of IT resources Generate short term wins Agreement on work flows, policies, and procedures; culling of legacy collections; agreement on doc types; system pilots Consolidate gains; produce more change Policies & procedures enabled work flow changes; system enabled desired behaviors Anchor new approaches in culture KM Central team conducting individualized consultations with practice groups in each office to foster/reinforce behaviors Case Study: Driving Change in Project Athena
    18. 18. The US Military after WWI The US Military in WWII Korea Vietnam Gulf War Iraq War Afghanistan Cross fertilization from other organization types
    19. 19. CRAWL, WALK, RUN…. WHY? ENSURING ALIGNMENT OF GOALS, USERS, AND SOLUTIONS DEFINE BUSINESS CONTEXT • Business Case • Definition of ROI • Stakeholder Deep Dive • Milestones DEFINE THE HUMAN CONTEXT • Who are the end-users? • What do we want them to do? • How do we engage them? • What’s in it for me? DEFINE PROCESS & TECHNOLOGY CONTEXT • Process • Platform Requirements o Functionality o Content o Workflow HOW? To deliver accelerated acceptance, adoption, and advocacy. WHO?
    20. 20. 5 step process to achieve social collaboration goals 2 3 4 5 Define Create Personas & User Requirements Discover Conduct Stakeholder Workshop Design Create Collaboration Adoption Strategy Develop Create Roadmap Deploy Execute Roadmap Project Management and Quality Assurance 1 Roadma p WHY WHO HOW
    21. 21. Collaboration goals OVERALL COLLABORATION GOAL: Develop a purposeful social collaboration approach that unleashes the power of ORGANIZATION’S people and knowledge and helps form a “culture of collaboration”. GOAL FOR INTRANET: 1. Enable INTRANET to be a model for how best to manage and grow collaborative communities that meet clearly defined business goals. 2. Lead by example - influence the company’s behavior and culture by making collaboration a regular practice – not an isolated event. 3. Enable the Portal to leverage collaboration to:  Drive innovation for products and capabilities  Energize decision making by putting together the right information with the right experts  Accelerate the spreading of new ideas
    22. 22. Collaboration Maturity model Level 1: Traditional Collaboration » Face-to-face, phone, email Level 2: Experimentation » Point solutions; departmental/business unit focus » Prompted by specific user needs Level 3: Proliferation » Tools in use on widespread basis » Lack of interoperability; duplicate functionality » Basic enterprise standards / governance Level 4: Standardization » Enterprise strategy in place » Standardization on collaboration platform » Collaboration partially integrated into business processes » Anytime / anyplace access Level 5: Culture of Collaboration » Integrated workspace strategy in place » Collaboration fully integrated into daily processes » Cultural integration If current collaboration maturity level is at Level 1, with steps taken Level 2. To achieve effectiveness, we recommend focus on attaining high Level 3 / low Level 4 capability.
    23. 23. Collaboration Adoption Barriers “We’re not seeing the value of social collaboration” “We don’t know how to use SharePoint to collaborate.” “We don’t have enough resources to focus on adoption right now” “We don’t really understand the value social collaboration” “Our leadership team doesn’t get social collaboration” “Our culture doesn’t support this whole social thing” “We can’t collaborate socially because of compliance” “The tools are hard to use and cumbersome”
    24. 24. “Straw man” adoption plan Collaborating using social tools is often a behavior change for an organization. A thoughtful communication plan will help prepare your users and drive fast adoption. Pre-launch Ideas 1. Create multi-channel communication plan. 2. Conduct Collaboration Adoption Strategy Workshop. 3. Define the core goals for end-user participation and create an incentive program. 4. Create an idea generation initiative 5. Enable sponsors and champions to build buy-in and enlist participation. 6. Send teaser emails to end-users to create buzz and awareness. Launch Ideas 1. Create a focused contest 2. Disseminate Trivia to create engagement 3. Implement Gamification / Badging Program 4. Incorporate a “No Email Day” into the Launch 4. Celebrate great use, encourage users, address frequent questions Ongoing Ideas 1. Conduct Listening Tours to guide the Communities – based on feedback and observation, provide gentle guidance to drive the right behaviors 2. Celebrate Success – share great use cases, quotes, etc. to show value and drive the right behaviors 3. Disseminate “Tips of the Week” via different channels 4. Conduct User Experience Testing
    25. 25. Questions & Answers
    26. 26. • Leading Change; John P. Kotter; 1996 • The Heart of Change: Real-Life Stories of How People Change Their Organizations; John P. Kotter and Dan S. Cohen; Harvard Business School Publishing; 2002 • The Tipping Point: How Little Things Can Make a Big Difference; Malcolm Gladwell; Little, Brown & Company; March 2006 • The Village; Bing West; Simon & Schuster, Inc.; 1972 • One Tribe at a Time; Major Jim Gant; Nine Sisters Imports, Inc.; 2009 • “What Makes Lawyers Tick” (; Dr. Larry Richard • Jeff Willinger Reading List