The document discusses strategies for law firms to adopt digital innovation. It poses questions on how firms can get their strategy focused on digital innovation, and how to structure the organization to support this innovation strategy. It recommends focusing on a customer-focused strategy, an agile IT platform, and organizational agility. It also discusses challenges law firms face in investing in new concepts from operational priorities and resistance to change.

1. www.svw.no
From buzz to reality
Frokostseminar 14 juni 2018
Peter van Dam
Digitalisering for kunnskapsbedrifter: 9.00 – 9.15

2. Juridiske tjenester
Digitale tjenester?
Non-digitale
tjenester?
Source: Danske Bank

3. Analogi med andre bransjer
Hva gjelder for fintech, gjelder vel også for legaltech
??
worlds's largest law firm
HAS NO …
Source: Danske Bank

4. Project struggles
• Knowledge management
• Machine Learning for DD
• Document automation
• Skype4B/telephone system
• Improve ERP-system
How to get the firm to think strategic and make choices?
How to get people interested and motivated?
How to commit people to (innovation) projects?
How to get the baseline skills up?
How to change the working patterns?
Low priority for non matter work
Old business is dominant over new business
Difficult to change working pattern and start configuring
Legacy systems limit speed of implementation
Legacy systems limit implementation of new functionality

5. How are we turning this around
Main questions:
1. How do we get the firms strategy focused on digital innovation (it is still aimed at
efficiency)
2. How to get the organizational structure to support this innovation strategy
For us this means focusing on:
1. Customer focused strategy
2. IT agile platform
3. Organizational agility
On three different horizons:

6. Low  Complexity  High
LowImportanceHigh
Repeat business, high
importance
• Cost reduction
• Competitive bidding
Strategic
• Collaboration
• Partnering
Noncritical
• Standardization
• Optimization
Nurture
• Risk analysis
• Contingency plans
Customer focus strategy
• Solutions:
– Be the trusted advisor (credibility, reliability,
intimacy, and self-orientation)
– Prepare in parallel to deliver services digitally
to support 'Repeat business', 'Nurture' and self
service 'Non Critical'
Assumption is there will still be customers
Litigation,
Concessions
Standard contracts
Due diligence,
restructurering
Compliance &
regulatory
Challengers
• Challenge(r)s
– In-house legal departments expanding
– The big 4 are investing in legal, and have the advantage
of economies of scale (in expertise and money)
– Consultancy firms start offering legal services
– Start-ups (online lawyers, legal research, legal robots)
Low  Complexity  High
LowImportanceHigh
Repeat business, high
importance
• Cost reduction
• Competitive bidding
Strategic
• Collaboration
• Partnering
Noncritical
• Standardization
• Optimization
Nurture
• Risk analysis
• Contingency plans
Self
service
Customer
portal
Fixed
price
Contract
Review
Questi
onnair
e
Compli
ance
Monitor
E-
Discovery

7. The cloud enables the future lawyer
IT agility
Core infrastructure/
network:
Security
Authentication
Integrations
Applications and services part of the standard portfolio
SAAS, PAAS or IAAS
On demand applications and services
SAAS

8. Innføring av nye produkter
Minimum viable product

9. Innføring av nye produkter
Eksempel

10. Challenge to invest in new concepts
Organizational agility
0
50
100
• How to get a different focus:
– Operational excellence and process
improvement as part of existing business
gives a 'certain' income of 50%
– New concepts and innovation program are
investment driven
Average profit margin
Operational excellence (existing processes)
Search for growth (change/renew existing processes, new processes)
Creating the future (new concepts)
Lab/legaltechcentre/brainstorm
Innovation projects / task force
Daily business

11. Organizing the innovation
Initiatives on three levels
Intern
dokumentautomatisering
Questionnaire compliance
Mobile Device management
Kunnskapsdeling
Skype4B/ telefon-sentralNye PC-er
Design thinking legal
processes
Operational excellence (improve existing processes)
Search for growth (change/renew existing processes, new processes and services)
Creating the future (new concepts)
Content management
plan
Rapportering, fixed price,
prosjektlønnsomhet
BYOD
Predikering
Smart contract and
blockchain
Utstyr møterommene
Lab/legaltechcentre/brainstorm
Innovation projects / task force
Daily business
Interne prosesser:
Onboard, nye/avslutting
medarbeidere
Customer portal
• Dataroom
• Dokumentautomatisering
• Financial insight / legal PM
• Contrakt review
• Contract management
Gamification E-læring KYC
Big Data
Self service
Rohit Talwar
E-Discovery Contract review

12. • Man overvurderer de endringene som skal
skje i de første 2 år og pleier å
undervurdere de endringer som skjer i de
neste 4 – 6 år.
Finally

13. Thank you