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Webcast 9.12.17 Document Automation - Workflow strategies for competitive firms

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A recent webinar on document automation including customer stories from Morgan Lewis, Denton, and Chapman & Cutler.

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Webcast 9.12.17 Document Automation - Workflow strategies for competitive firms

  1. 1. LEGAL EXECUTIVE INSTITUTE WEBINAR Document Automation - Workflow Strategies for Competitive Firms September 12th 2017 REUTERS / Darren Staples
  2. 2. 2 The panel Silvia LeBlanc Director of Knowledge Management, Morgan Lewis Silvia LeBlanc focuses on knowledge management and practice innovation, collaborating with team members across Morgan Lewis’s global network to ensure they take full advantage of our resources. She maps legal processes, creates productivity tools, and conducts training sessions that promote a culture of quality and consistency across matters. Kathy Valentine Knowledge Management Solutions Manager, Dentons Kathy Valentine has 25 years of experience implementing creative IT solutions in law firms. She currently serves as an advisor in the knowledge management department of the world's largest law firm, Dentons. Her career has focused on lifting entire legal organizations through technology—from the partner to the secretary—by investigating how employees do their work and offering solutions that answer their needs. Eric Wood Partner, Chapman and Cutler LLP Eric Wood is the Practice Innovations and Technology Partner in Chapman’s Chicago office. As a member of Chapman’s Practice Innovations group, Eric works across the firm's offices and practice groups to research, design and develop legal technology tools for Chapman’s attorneys and clients. Anatoly Soyfer Senior Marketer, Thomson Reuters Anatoly Soyfer is a technologist and marketer specializing in legal document automation and workflow solutions. He was an early US employee of Business Integrity, the developers of Contract Express, before its acquisition by Thomson Reuters in 2015.
  3. 3. 3 Agenda 7 mins Introduction to Document Automation (Anatoly Soyfer) 15 mins Customer story: Morgan Lewis (Silvia LeBlanc) 15 mins Customer story: Dentons (Kathy Valentine) 15 mins Customer story: Chapman & Cutler (Eric Wood) 8 mins Q&A (All) • Use the WebEx chat panel to submit your questions!
  4. 4. 4 Introduction to Document Automation
  5. 5. 2.75 975K 6B The average number of hours a lawyer spends on drafting each day The number of lawyers in private practice in the U.S. The amount in $ of billable time written off in relation to drafting Why Document Automation - Drafting by the numbers 5
  6. 6. 6 What is document automation? Document template Document Automation Software Generated Document(s) Generated Document(s)Generated Document(s) Document template Document Automation Software Questionnaire Generat ed Docume nt(s) Generat ed Docume nt(s) Generated Document(s) Matter and document Workflows Document Management Analytics & Reporting Questionnaire Put simply, it’s where a computer system builds the content of a document rather than a human.
  7. 7. • Reduce risk and produce your best work product in the shortest amount of time • Increase matter velocity for more predictable and more profitable AFAs • Leverage workflows to develop new business models with clients • Win new clients with better business development tools • Capture and codify attorneys’ expertise Benefits of modern document automation 7
  8. 8. Which practice areas can benefit from document automation? Bankruptcy Antitrust Litigation Health Law IP Labor and Employment Banking and Finance Real Estate Construction Law Firm-Wide Solution for Engagement Letters HR/Administrative Purposes Lateral Hire Onboarding Start-Up and Emerging Business Corporate Transactions Estate Planning M&A/ Securities 8
  9. 9. 9 Which practice areas can benefit from using document automation? What document types can you automate? What are the results? Save time Improve turnaround time Avoid risks Trusts and Estates documents Employment agreements Volume Employment Litigation documents Engagement letters Non disclosure agreements Credit agreements Structured Finance and Derivatives agreements Company Formation and venture Finance agreements Real Estate agreements M&A agreements IP and Licensing agreements
  10. 10. 10 Dashboard
  11. 11. 11 Document detail screen
  12. 12. 12 Questionnaire
  13. 13. 13 Analytics
  14. 14. 14 Customer Story Silvia LeBlanc Director of Knowledge Management, Morgan Lewis Silvia LeBlanc focuses on knowledge management and practice innovation, collaborating with team members across Morgan Lewis’s global network to ensure they take full advantage of our resources. She maps legal processes, creates productivity tools, and conducts training sessions that promote a culture of quality and consistency across matters.
  15. 15. Create central form repository outside of our document management system. Include a mechanism for contextual training for our junior attorneys. Use automation platform for the passive collection of practice data. Ensure we could share our forms library with clients over time. Our main goals 15
  16. 16. We integrated form links in practice group pages, checklists, matter maps to ensure content is accessible, available. Accessible links We created a firm training program for staff interested in programming forms – expanding our ability to provide automation services. Targeted authors To gain traction across the firm, we chose specific practices or firm- wide processes to showcase new automation capabilities. Spotlight forms Our forms are integrated with third party content whenever possible, to ensure necessary resources all together in work flow. Integrated content Practitioner sponsorship While automation is run by our KM team, forms are “owned” by a specific attorney who we liaison with to update, finesse content over time. Our implementation 16
  17. 17. While automation is run by our KM team, forms are “owned” by a specific attorney who we liaison with to update, finesse content over time. Automation is addictive. For every project we complete, we get double back into in our project list. Placing this technology in the hands of attorneys unlocks creativity, demand. Quality in the spotlight. Forms projects give practitioners time to take a step back on a process and ask “can we do this even better?” Time for nuance. Automating the parts of documents that are ripe to be automated allows practitioners to focus billable time on the nuances of the client matter to provide even better client service. Impact to our firm 17
  18. 18. Kathy Valentine Knowledge Management Solutions Manager, Dentons Kathy Valentine has 25 years of experience implementing creative IT solutions in law firms. She currently serves as an advisor in the knowledge management department of the world's largest law firm, Dentons. Her career has focused on lifting entire legal organizations through technology—from the partner to the secretary—by investigating how employees do their work and offering solutions that answer their needs. 18 Customer Story
  19. 19. 19 Our Goals and What We Wanted A fast way to deliver standard but customized documents in a consistent, quality manner • Reduce the amount of time lawyers spend doing non-legal things • Must include complex decision tree logic, if x then y A way for seasoned lawyers to provide guidance for newer lawyers in the construction of their documents • Effects of different jurisdictions • Ramification of different clauses used Integrate the automated documents in practice area portal sites • Everything they need is at their fingertips Respond to increasing percentage of fixed/alternative fee work
  20. 20. 20 Why document automation? 1. We had a very old automation system that needed to be replaced. 2. Lawyers spend too much time constructing documents the old way, then editing and troubleshooting bad documents. 3. Too much time spent deleting codes and notes in home grown precedents. 4. Clients are asking for specific examples of how we are more efficient and how we use technology to improve the speed and quality of the work we do for them.
  21. 21. 21 Thoughts on Implementation Don't under estimate the whacky ways people will have found to do things. • Be respectful, listen, don't laugh. Getting started • We started with our letter of engagement because everyone could relate. • Biggest challenge: overcoming idea "we can do it faster the old way." i.e. overcoming resistance to change • Target frequently used documents and/or documents used by many people. We take a consulting approach with practice areas and specific lawyer teams • Identify how they work now to keep what's good about their process • Get ideas from them on where the pain points are or where they think they can improve • Get analytics from your financial system about different matter types and where time is spent and by whom • Lead with process and not with technology 1. 2.
  22. 22. 22 Don't develop in a vacuum – get lawyers involved from the beginning Develop a process for how you will work together • Footnotes? with brackets around optional language • Comments and redlines? • How the questions are phrased and guidance notes should come from lawyers • Determine how the questionnaire should be organized, some like term sheet style, some like conversational. • Make it easy for them to test - Use Default Alternative text creatively - Set profile to include variables and spans in unresolved questions - Set variables to a color so they are easy to spot ({) Set expectations • Don't expect the end result to be perfect the first time, this is an iterative process • Break up the coding process so that is it functional early. • Start using the system before all the coding is complete, • With the right expectations and lawyer involvement, they are part of the solution and more likely to use it.
  23. 23. 23 Food for Thought Clean documents thoroughly with all automation elements in place • Numbering, cross references, section breaks with headers/ footers and page numbering. Don't ask stupid questions. • Use the relevance engine of Contract Express and make sure that you code to it. • Example: don't ask how old someone's children are when the answer to a previous question about whether there are children was a NO. Set defaults where possible. Develop a naming convention for your templates, begin with practice area identifier, or document type.
  24. 24. 24 Think about document collections and pieces rather than single documents
  25. 25. 25 Use Active Text to Provide Feedback
  26. 26. 26 Success Stories Venture tech group • Incorporation documents from 6-8 hours to 15-30 minutes for first draft Documents produced are always perfectly formatted and are better behaving than documents created the old way. Trademark group • In combination with a portal knowledgebase we organized the thought process, workflow and standard language behind the trademark process. We have more than 150 forms available through the portal, with one of them generating up to 45 different documents. Real estate group • We took a set of 20+ documents that were being constructed individually and combined them into one questionnaire with options to choose which they needed. The questionnaire only asks the relevant questions for the documents they choose.
  27. 27. 27 Customer Story Eric Wood Partner, Chapman and Cutler LLP Eric Wood is the Practice Innovations and Technology Partner in Chapman’s Chicago office. As a member of Chapman’s Practice Innovations group, Eric works across the firm's offices and practice groups to research, design and develop legal technology tools for Chapman’s attorneys and clients.
  28. 28. 28 Why did Chapman need document automation? Chapman is a transactional-focused firm, primarily representing financial institutions • Chapman controls the drafting process for most types of transactions • Document drafting is the most time-intensive component of the majority of our transactions Many highly-leveraged form documents under our control • Complex, heavily footnoted forms = cumbersome to produce initial draft • Forms with many flavors = difficult to maintain / update • Interconnected forms with mail merge = no conditionality Other factors that made document automation appealing • High percentage of fixed / alternative-fee work (~40%) • Chief Executive Partner focused on working smarter through process improvements and technology implementations
  29. 29. 29 Research and selection process Process – Built proof-of-concept using Contract Express’s free 30 day trial to demonstrate value proposition – Later formally selected Contract Express over HotDocs Considerations – Intuitive coding syntax with powerful properties • If-then-else control flow • Loops (repeats) • List operations – Clean web interface for end users – Ability to pull data from lookups and databases – Private-cloud deployment
  30. 30. 30 Deployment and implementation Process – Demoed at all-partner meeting to introduce the technology and kick-start ideas – Initially targeted two types high-volume internal work • Final drafts of relatively simple, multi- document (20-30) suites of securities filings • First drafts of complex, heavily negotiated financing documents – Expanded to larger projects across entire practice groups – Recently shifted focus to client work (both internal and externally facing) Skills required – For simple use-cases: basic Word / web skills – For complex documents or multi-document expert systems: legal expertise + intermediate coding Challenges – Scaling the coding – Adoption within groups that bill by the hour – Adoption within groups that use precedents over forms
  31. 31. 31 Benefits realized Automated over 20,000 documents last year • 10x to 50x efficiency gains • Consistent work product with minimal human error Fundamentally changed how several practice groups operate • Example: Consolidated 200+ related practice group forms into a single questionnaire with 85 sub-templates and logic that determines which documents to draft Won client work by demonstrating automation capabilities • Internal systems that allow us to compete on price • Client facing subscription-based systems
  32. 32. 32 Tips for success • Dedicated resources are required • For non-trivial projects, coding skill is more important than legal expertise • Focus on use cases with proper incentive alignment • Treat each project like a web application (i.e., consider user access, data layer, UI/UX) • Do not underestimate maintenance and support • If you can, automate things without being asked
  33. 33. 33 Questions?

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