Snapchat, the problem with Google Books and the rise of the Curator (Unicorn)

Indulge me a little. Earlier last week while prepping for a forthcoming trip to Asia I read a post The problem with snapchat from a US student Allie Link who described why she’d abandoned it. This phrase stood out:

Snapchat was not meant to take the place of picking up the phone and calling somebody when you want to have a deep conversation.

My research was prompted by a comment from a friend who following lunch with her grandchildren observed:

Facebook was invented by college students for college students, but today’s students don’t use FB.

She could have said, instead they use Instagram, Snapchat & WhatsApp. I would have added (as a result of experiences studying / researching in a University library) that they also have lost much of the art of human interaction of the sort needed for conversation.

I fear we are creating a Soundbite Society, one that is attracted by the headline but unwilling to read the article beneath. We take things at face value rather than ask the awkward supplementary question. Everything is reduced to concise phrases (or 140 characters in the case of Twitter), where celebrity is acquired from social media activity not earned thru expertise or deed.

the lure of technology

Which brings me to my core theme here: are we being seduced by the lure of technology to act as the guardian of our organisational knowledge and as a result oblivious to what’s happening behind the firewall?

I see the workforce struggling to keep pace with the array of gadgets and apps being thrown at them as we rush to provide a fully integrated Digital Workplace. Tags and taxonomies have never been sexy but are still vital to find ‘stuff’. Too often people are asking:

where did I have that conversation?

and unable to locate what was said.

From conversations I’ve had recently with Darron Chapman, David Gurteen and Martin White I am increasingly coming to the view that the shift to ape applications used in a social environment in the office is not going to meet the high expectation levels being set. While organisations try to give their workers access to organisational knowledge and information, ‘anytime, any place, any device’, I am still to be convinced that conversations captured on the likes of Workplace, Yammer, Slack, WhatsApp will end up assembled in a navigable and useful manner.

If organisations, with a policy of filling vacancies from within, have the talent they need in house and are able to find it via intelligent expertise systems then why retain external placement organisations? That they do suggests reality does not reflect the hype.

the challenge of asking the right question right!

Another area where the cracks are appearing is through the widespread use of the Virtual Assistant (VA). We are at a crossroads: to be really effective the VA needs to be able to interpret the question being asked (often not in the native language of the enquirer). But the enquirer does not know how to ask the question in a way that helps the machine to learn.

I see this when I use Google Translate (which with an improved algorithm in place is very good). It does not yet recognise the style I use when asking a question which I want translated into another language.

Here’s what I mean. Earlier this month I was in Lisbon. My Mother in Law offered to cook me dinner but as I was out for the evening with clients and left very early that morning I wrote her a note (imperfect as it turned out). I typed in “I am out for the day. No dinner tonight thank you.” The translation ended up as ‘sem jantar a noite obrigada” which in fact was interpreted as the reverse so a sumptuous meal of Carne de porco a alentejana was served. Imagine my shock at turning up at 11.15 to find a table of food and guests!

the problem with Google Books and CRM ‘lite’ operations

Back in Q1 I ran a survey and awarded prizes (of my co-authored book when available) to 3 lucky winners. One asked if I might send it electronically which I was happy to do.  So in July I bought a copy on Google Play Books. The recipient’s email was a Google one so a redemption code was sent to him.

Unfortunately after 3 attempts (in different countries)  he was unable to redeem the code and access the book. I use the chat facility and discover after an hour that an electronic book can only be downloaded in the country in which it was bought and moreover the purchaser cannot download it themselves. Here’s the issue: I had to go back and forth and each time I had to explain the situation again; the information I was originally given proved wrong.  If the most sophisticated search organisation can’t get it right with it’s CRM system what hope for the rest?

the rise of the organisational Curator in fragmented workplaces

Which leads me onto one of the disciplines I believe will grown in importance.

In a previous post I referred to the deluge of “Fake News” we are all subjected to in personal and professional situations. It’s not about the volume it’s more about the veracity of what people see that’s the issue now.

People in organisations want trusted content on their desk top. At issue is whether that can be provided automatically devoid of human intervention. I continue to argue that the curation of critical knowledge is an art form requiring an understanding of the DNA and way of working / rituals of an organisation. These are the nuances that I’ve yet to see any technology master.

So if my assumptions are right then far from becoming defunct the Knowledge & Information Professional’s role will become more important. To recap this is what I suggested #7 Curate of the 8 ‘ates would be:

Curate: So much of what passes for Knowledge Management is about creating and storing content and making it available for reuse. It’s more than the role formerly undertaken by Information Professionals and Librarians, here we are talking about being a custodian of organisational knowledge and organisational knowledge bases.

Am I right? I met Darron Chapman who runs a successful placement and recruitment business that focuses on this market. I asked him, “what skills and talents clients are looking for?” “Clients want Unicorns” he said. “They are increasingly looking to place them in global locations close to operational units. He cited places as diverse as Hong Kong, Lisbon, Madrid and Warsaw.  The skills have to be both technological as well as soft and there are very few people who meet those critieria. And if you want more on this it is a topic I will be discussing in much more detail during my trip to Asia next month and Martin White will be focusing on the challenges of expertise systems in Aarhus at Janus Boye’s event.

and finally

3 cities; 3 Masterclasses; 3 presentations and a closing facilitation session at KM Asia to look forward to from November 13th to 24th..

I’ve been experimenting with an interesting technology Biteable which proved really effective in creating a brief 1 minute video to advertise the 3 Masterclasses. Check out the results and let me know what you think.  Its a case of recognising that pictures with few words seem to get the interest of people overwhelmed by a deluge of offers.

I would like to give thanks to the following people who made the Asian “Adventure” happen:

Les Hales, President HKKMS

Zabeda Abdul Hamid, Asst. Prof. Deputy Director Graduate School of Management IIUM-CRESCENT International Islamic University Malaysia

Patrick Lambe, Author & Founder, Straits Knowledge, Singapore

Murni Shariff, Head Corporate Services, Malaysian Gas Association

Chung Yin Min, Knowledge Management Consultant, Innovation and Service Excellence PETRONAS, Malaysia

Janice Record, Head of International Knowledge & Insight DLA Piper, Hong Kong

 

 

Overcoming the “How can I ask without looking silly?” barrier: KM Legal Europe

January in Amsterdam has become a bit of a tradition as is leading the opening session at KM Legal Europe.

My brief was to replicate 2016 and provide a stimulating opening. I was delighted with the enthusiastic response and the level of interaction that occured over the two days expertly led again by Chair Raffael Büchi.

So what did I see and hear (and learn), and where is Legal KM one year on?

What trends did I see?

The ‘big’ trends for me were:

  • A headlong rush into document automation. “Automating the drafting of legal documents” = intelligent workflow with knowledge embedded that reduces duplication and saves time. 50% of the room said their organisation was engaged in some form of document automation. And its easy to see why its appealing. One statistic that was shared: a saving of 200 lawyer hours a month from 1,150 templates automated. Interestingly this presents a great opportunity for KM’ers with Document Automation installaton experience. Not enough experience vs. too many installations. Importantly another value of Doc Auto: Training young lawers – gets them up to speed quicker as questions it poses makes them understand.
  • The ongoing challenge of getting adoption for the plethora of KM related initiatives: As one speaker suggested, the key is getting them set up yourself f2f. Don’t subcontract to IT. And ‘Celebrate’ use. Communication needs a good narrative to motivate people and get engagment. F2F meetings vital. Brand it as your product; Use advocates (Butterfly effect); Get testimonials.
  • How often reporting lines change for KM’ers as their sponsor moves on. Few I spoke to were on the Managing Committee, many had seen their sponsorship downgraded.

What surprised me?

  • The ease with which all the delegates (many in suits) enthusiastically engaged with the opening exercise I ran and were suprisingly open and candid about “what do you bring to the event?” and “what are the big issues you are facing and would like an answer to?”

  • That despite the promotional hype, machine learning engines still require a lot of manual input upfront from people with domain knowledge to get started which is why there is a growth in companies offering to do the setup work. Need to have engaged partner to drive document automation yet some lawyers enjoy drafting docs – issue: WIIFM (What’s in it for me?) is not addressed.
  • That some firms really get the value of KM. European Law Firm of Year; Swiss Law Firm of Year, UK Law Firm of Year. A Common thread? All have KM Heads who are attending the event. The European Law Firm of the Year had a Senior Partner, the Partner responsible for KM and the KM Head. They are one of few firms to have adopted ISO 9001 Quality Management -realised needed something to unify disparate offices and integrate aquisitions. The dna of the firm: based around the Practice Management System their default system (CRM plus) containing a body of knowledge on the Baltic region which can be put to multiple uses for the firm. It also serves as a timesheet for billable time. Challenge is how to replace so they embarked on a firm wide stakeholder engagement to produce a requirements specification. Note it was not seen as an IT Project!
  • The way in which the dynamic / energy changes at an event when it reverts to “Show and Tell” vs “Ask and Share” The lesson those engaged in the creating and running of events like this took away was that you need people energised from the ‘get go’ each day.
  • That many thought you could engage in Knowledge Capture via forms and macros. As I tweeted: My great fear – you don’t get critical knowledge captured by completing a form – you need to do it around events and in person!
  • That Data Breaches have become a way of life – firms need process for dealing with them as penalties are punitive.

Quotes that stuck (or got tweeted)

Machine learning needs external input to get it going, its a classic case of GIGO – Garbage in Garbage out!

AI: not magic, evolved from sophisticated search. Previously Autonomy inspired plus document automation and NLP thx

AI: when it works its looking at human processes and how to support /emulate with computers to help them make better decisions.

Choosing the right system for your firm is not an IT project, it is a deeply strategic decision – Aku

One revealing survey result from Lawyers: “How can I ask without looking silly?” – loss of face is a real barrier to adoptiion!

Adoption Tips for Sceptics: Articulate savings; Flatter Rocket Scientists and invite contributions; Ignore unbelievers who often turn when others are doing it and they feel peer pressure to join them.

Knowhow management is not a “ding an sich”, separated from other business functns. It’s just a regular part of good management.

 

What advice would I give Legal KM’ers?

  • Your role will involve more Curation and Facilitiation (2 of the 8 ‘ates I talk about elsewhere in describing the future role of the ‘Knowledgeur’) as the need to consolidate corporate knowledge becomes increasingly digital. Tools should be based on the strategic direction of the firm; learning (not training) sessions ensure people are versed in their use. But don’t forget one of the most important KM tools is Coffee – one new KM leader had 420 coffees in first couple of months!
  • Don’t be afraid to use external speakers to stimulate an in house response and introduce an element of competition. Round table cafes are successful in Switzerland – over food!
  • Embrace technology as it’s here to stay. Where possible use the systems already in house. Develop practice groups to help produce requirements specifications. And make sure you are clear the role each tool is playing.
  • You can achieve a lot with a little. Real change is often simple and inexpensive. In one example the PA’s wanted a practice group to organise calendars and email traffic and Intranet needed quick links. Both were low level but effective and resulted in improved productivity. Where possible use the systems already in house.
  • Be opportunistic: A Good KM /comms /engagement. The Brexit vote gave impetus to a “Hot Topic” project in one firm. By consolidating all that was known and equipping lawyers with answers the profile of the team rose. Learning: people like getting together to discuss topics.
  • KM Legal needs to be closely aligned with Learning & Development and HR. One firm developed a 1 week corporate program (mini MBA) that included KM focused on competency gaps. Their KM Committee reports straight to Managing Partner. It has teeth and includes core functions of the business.
  • Develop a suite of simple facilitation tools and techniques: One firms uses POSE acronym to drive all meetings: Purpose / Owner / Safety / Engagement. I’ve often used DEBRIEFS.
  • Become part of the business development process: Many firms now see KM involvement as important to winning new business or as part of the broader service offering.

And finally:

AI: when it works its looking at human processes and how to support / emulate with computers to help them make better decisions

I see this as being an evolution rather than a revolution. We are at Stage 3.

Stage 1 Search: Making documents, images and audio/video available and tagged;

Stage 2 Review & Connect: Analyse/summarise documents, images & audio/video push to relevant people. Identify patterns, connect; and

Stage 3 Predict & Facilitate: Using raft of data, information & accumulated knowledge to predict likely outcome & facilitate

One of the real highlights was that 20 people joined me for an impromptu conference dinner at a nearby Pho Vietnamese Restaurant. It reinforced the importance of food and drink in being lubricants for great conversations.

I took away a feeling that this question is still not being addressed satisfactorily and that firms remain at risk when people and teams leave or are acquired:

The risk of critical knowledge loss is not just about what people know, its about who they know and what networks they might know.

Perhaps AI will help in consolidating the know how of firms and hence build resilience into their models which remain vulnerable if people (and teams leave). Certainly the approach being adopted by the European Law Firm of the year of integrating CRM and workflow with precedents and transaction management is a bold step. Only time will tell if its successful and becomes the blueprint.

A new way of working at The Edge, the world’s smartest (and greenest) building

the_edge-gallery04

Last Tuesday I spent the afternoon at the world’s smartest and greenest building as the guest of Miriam Tops of Deloitte and Erik Ubels of OVG Real Estate (and formerly CIO of Deloitte).

Imagine arriving at your place of work and being directed to an area or office suitable for that day’s work; where the lighting and heating adjust automatically to suit your preferences; where the coffee you like is dispensed from one of the best coffee machines available; and where if you need anything a concierge service is on hand to get it for you.

That’s the start of a day in the life of a knowledge worker at Deloitte Amsterdam.

The Edge is a contemporary new building located in an emerging business district close to Schipol Airport, the motorway and railway, yet a 15 minute drive to the centre of the city. It is home to 2,700 workers with desks allocated on arrival each day to accommodate approximately 50% reflecting changing work patterns.

a fusion of Data Analytics and great contemporary design

Conceived by the largest real estate technology company in Holland OVG it is an astonishing example of how to use natural light, the sun, the earth and other natural materials to power a building, provide a sustainable infrastructure while creating an innovative environment in which to work. A helicopter view of the roof would reveal little expensive equipment apart from solar panelling which is also built into the external facade.

The EdgeIt is the forerunner of many such buildings and OVG are not resting on their laurels. Erik and his colleagues have far reaching plans to change the way buildings and those who inhabit them work.

IMG_5877_1024

The ‘smarts’ lie in the way data analytics sourced in part from the lighting and delivered by a smart app are used to stimulate a new way of working.  These were developed by the project team which Erik headed and which drew up countless simulations of working practices based on a set of personae.

The Knowledge Management component is interesting. Erik and Miriam (who heads Deloitte’s Dutch KM activity) were part of a Knowledge Council which also included Talent / People Management (HR), Facilities Management and various other practice groups.  The council’s input was valuable in determining how the building might be used,

Deloitte RobotThe building never sleeps: at night a robot patrols the ground floor obviating the need for on site security and maintenance.

 

Return on Investment

Innovation comes at a cost. Many of the components were more expensive but will deliver a payback. Already the company has seen:

  • Lower energy and service costs due to investment in climate ceilings and new sustainable technology (LoE)
  • Acquisition of new business (clients love the building and all it says about Deloitte)

I am sure there are many ‘hidden’ benefits around productivity, staff acquisition, engagement and retention which are not in the public domain but integral to making the building such a success.

and finally

If anyone is looking for a great example of the idea of ‘Orchestrated Serendipity’ The Edge is the building to go see. Don’t just take my word for it, take a look at great (shortish) videos shot by Bloomberg and CNN Tech and an excellent piece by the BBC’s Technology Team.

A huge thanks then to Miriam, Erik and Andrea Stevenson who heads Deloitte’s Global Outreach KM team and who connected me to Miriam.

 

 

Managing networks and Working Out Loud: Collaboration and Knowledge Matchmaking skills

The world is shrinking. At any given moment I know where many of my friends and colleagues are. Technological footprints are heavy and long lasting.

This week for example I see that Arthur Shelley is in Moscow with Ron Young at KM Russia, Donald Clark is in Belfast picking up an award, Phil Hill is getting fit (ter) in Thailand, Patrick Lambe is having breakfast in Lisboa. Gregga Baxter and his wife are supporters of WaterHealth in India.

Through cultivating personal networks I also know what’s happening this week in Khartoum, Tehran, Dubai and Harare. To many that may seem frivolous information; to others (including me) its valuable and if I don’t know then I know a man (or woman) who can. Let me illustrate the issue with a true story.

the art of network management

Many years ago I was charged with setting up the forerunner of a Knowledge Management function for a financial services business in the City of London. It struck me how badly senior officials shared diaries let alone knowledge about clients.

One day I was in the office of the Treasurer of the national oil company of a prosperous Middle East country. As I was about to leave he asked me to stay for the next meeting.

In came four suited bankers. My client took the lead introducing himself and me (as his Advisor). He then asked each one to introduce themselves. And to everyone’s surprise they were from different offices and areas of the same institution. They had all flown down on separate planes to see the same client.

The Treasurer said his diary was open to meetings with the institution but not multiple visits. They lost face not to mention the cost of the travel and opportunity cost.

So knowing what I did I came back to London and, with the support of the CEO, developed and introduced Visit Information Centre (VIC) which showed all visits to our organisation and all meetings outside of it.  Embedded in the day to day workflow the aim was to maximise the valuable time our organisation spent with a client and make sure those in any meeting were briefed on the latest activity. Today this is or should be standard practice; then it involved a shift in mindset.

So fast forward to 12th December 16; its 2pm and I am having an exchange on Facebook with Patrick Lambe about Lisboa where he is spending a week. Concurrently I see that Ana Neves (founder and organisor of SocialNow and “Mrs KM” in Portugal) is online on Skype. I know Ana lives a mere 15 minutes train ride from where Patrick is spending the afternoon. I also know both of them well and believe they would benefit from meeting each other.

Using Messenger I hook them both up and they meet later that afternoon to discuss inter alia an idea I thought both might profit from.

meeting-by-the-tejo

Tea by the Tejo

I coined the phrase “Orchestrated Serendipity” to describe occurences such as this. I have also used the term “making correlations between seemingly unrelated pieces of information”.

In this example I have nothing potential to gain other than knowing that two people I like and respect are now acquainted so my network grows stronger.

Here’s an example of how one thing can lead to another.

an example of ‘Working out Loud’

A few weeks back out of the blue Martin White of Intranet Focus shared a draft white paper on Digital Workplace Governance with myself, James Robertson, Jane McConnell, Sam Marshall and a couple of others. His invitation, which left it up to us as to how we might respond, read:

Colleagues
The attachment is me working out loud on digital workplace governance on a Friday afternoon
Regards
Martin

Our approaches were different. Some came back immediately. Others took their time. Some used comments in Word, others rewrote paragraphs. As Martin said, “the responses always challenge your own thinking.”

I am sure John Stepper (who is widely credited with kicking off the Working out Loud movement) and Ana Silva who is a great proponent of it would be enthused.

Knowledge Matchmaking?

These two exchanges got me thinking about the way I work, the organisations I’ve worked for, the clients I’ve worked with and the networks I am involved in. I have never acted as an introductions broker seeking reward so do organisations and people see value in it?

Previously as a Senior Manager charged with developing new business, my ability to match a need with a solution was prized and rewarded even though the correlation was opaque to my bosses. More often than not the intuition paid off. But does the same apply today in a Knowledge Management environment where logarithms and Artificial Intelligence are making the correlations I used to make?

Perhaps more importantly do people in Knowledge Management have the time, the confidence and the knowledge of the business to be able to put forward ideas and broker connections?

If they do then here’s a few tips:

  1. You have to be in it to win it: if you sit on the sidelines this will never happen.
  2. Be willing to take a risk: yes you might fall flat on your face! But experience tells me that if you go the extra mile people will come back for more.
  3. Be willing to do this without expectation of reward: it’s always difficult to measure the impact in a world of KPI’s. You have to play a long game but be willing to cut if you feel you are being taken for a ride.
  4. Be willing to acknowledge the contribution of others: from personal experience I’ve found there is nothing worse than someone taking what you’ve suggested and packaging it without attribution. A photo is a great way of saying thank you!
  5. Build trust so people are willing to confide in you and trust your judgement: unless you are willing to find out about people and what they do you will never be able to make these connections.
  6. Be clear about why you are making the introduction or sharing Knowledge: I used to be in the cc camp that so many inhabit believing that by informing everyone I was covering all bases. People are too busy and ignore ‘junk mail’.
  7. Develop your internal filtering mechanism: you have to know your business and identify who is going to be a taker vs. a reciprocator.
  8. Respect the contribution people make if you ask for advice: whatever you get back from people is important. They have committed scarce time and each time you ask for a response you are drawing on your reserve of credibility.
  9. Develop a skin as thick as a Rhino: you will be disappointed when others don’t follow your lead and use the contacts or information without acknowledgement. And remember 90% of people online are lurkers so will not go public with their thanks.

And finally

To prove that this is a reciprocal situation. In August I attended an Improvisation event in Oxford. It wasn’t on my radar but Nancy White had posted a comment about it so based on her recommendation I decided to attend: As a Quid pro Quo I wrote up my experiences for the greater KM4Dev community.

If you want good reading on collaboration, Martin and Luis Suarez have been exchanging comments on a fascinating blog post from Luis: “Stop blaming the tools when collaboration fails”.

Future of the Internet and Legal KIM in an artificial world

Yesterday was interesting. I was in the cloud metaphorically speaking.

future of the Internet

our-internet-panel-at-

From left: Patricia Lewis, Carl Bildt, Dame Wendy Hall, Michael Chertof, Sir David Omand

It started at Chatham House and a fascinating discussion held “on the record” on the future role of the Internet (“the most important infrastructure in the world”) prompted by a report from a very well qualifiied group of 28 experts led by former Swedish Prime Minister Carl Bildt.

This quote from their report targeted at public policy makers caught my eye:

The Internet has connected more than three billion people in just a few decades, however, over half of the world’s population remains off-line. If the rest of humanity is not given the opportunity to come online, digital and physical divides both within and between societies will widen, locking some into a permanent cycle of exclusion from an increasingly digital global economy.

Countries cannot hope to compete in the global marketplace of ideas if their business communities and broader populations are not online.

One Internet can be found here. Distributed under a creative commons licence Its worth a read. A few of my many takeaways from yesterday’s event:

  • Internet is in danger of becoming the ‘splinternet’ as governments seek to improve cybersecurity and restrict who can access what
  • Cybersecurity wears many hats. In totalitarian regimes it means controlling access to what is considered ‘destabilising’ and salacious material not merely espionage
  • False news is on the rise underpinned by the self reinforcing bias of Social Media sites (more on this later)
  • The role of educators is vital to equip tomorrow’s workforce to be digitally literate (see Arab Times article by Dana Winner for more on initiatives in Kuwait)
  • “Its the end of the industrial age and the beginning of the digital age” and “we are coming to the point of contraction” (Quotes from Dame Wendy Hall)

2017 Legal KM Objectives

This very nicely set up the afternoon’s video session at Ark Group ahead of the forthcoming KM Legal Europe Conference in Amsterdam.  I was asked half a dozen questions. Here I will focus on:

What do you think are the key challenges facing knowledge managers in law firms specifically right now?

To answer this I approached two dozen practitioners and thought leaders in Legal KM last Thursday. I used LinkedIn for some and a personal direct email for others. I received 14 responses within a day a response rate for which I am extremely grateful.

Here is a truncated snapshot of the responses (my groupings) with anonymity preserved:

Cultural & Organisational Measurement & Regulatory Process & Innovation Tools & Techniques
New roles needed: business and data analysts and legal project managers. Getting good enough metrics to convince lawyers that it is worth spending time and money on KM

 

Building knowledge into business processes by automating workflows using lightweight new technologies such as HighQ Artificial Intelligence for law firms (as we are not a magic circle firm so we could not invest millions in this)

 

Essential Collaboration between Knowledge, IT and procurement teams Court Proceedings are ‘going digital’ as of the beginning of February. That’s a big challenge! We have to get our dms, our processes and our technical infrastructure ready Increasing client pressures to redact documents or not to share documents in KH is putting pressure on open KH systems AI tools that can mine unstructured content for insight – is it the death of the document?
How to maintain lateral and peripheral vision towards the business goals, where their area of practice fits in to the greater perspective at hand. What can be done daily, weekly, monthly, to take time to do this, when their entire perspective is tied to billing in 6 minute increments, tied to AFA agreements built on efficiency and transparency geared towards the client and their practice area billing requirements? Measuring ROI on client relationship development activities – i.e. not winning new clients, but deepening existing relationships

Getting engagement from fee earners as they struggle to meet their chargeable targets

 

How can knowledge (in widest sense) help firms deliver on the more for less agenda, both internally and to clients?

Preserving client-lawyer face-time, trust and intimacy in a time of online communication

How to better share knowledge with our clients (meaning the clients of the firm)?

 

Understanding how to harness the power of AI in the business:

– to what / where is it best applied?

– is there a first mover advantage or should we wait, learn from innovators’ mistakes and leapfrog with v2.0?

Platforms for commodity work, Artificial Intelligence in all its form, Block chain, Big Data. It is hard to keep up and very unpredictable what it will bring and how it will change the legal business

Move from paper sources and library towards a digital Knowledge Centre, while trying to cope with the increasing information overload. Disruption of legal services

Horizon scanning for us and for our clients.

 

Untangling the appalling hype and confusion about AI

A few stood out (some strategic, some operational): act or wait (in relation to AI); responding to a change in regulation; creating a Digital Knowledge Centre (will AI make that obsolete?); and how to resolve the difficult challenge of preserving client-lawyer relationship when technology makes advice more of a commodity.

future of Legal Knowledge and Information Management in an artificial world

You will note how often AI comes up in the 2017 objectives. This is the question I was asked:

Everyone is talking about artificial intelligence (AI) in the legal sector right now. How do you think AI can really boost efforts to better manage knowledge within a firm?

Many books have already been written on this topic and thousands of articles. Its the new nirvana. Even though AI has the potential to lower barriers to entry have we been there before? Not according to Professor Mohanbir Sawhney in an excellent article in  September’s Harvard Business Review entitled Putting Products into Services he argues:

…By leveraging the power of algorithm-driven automation and data analytics to “productize” aspects of their work, a number of innovative firms are finding that, like Google and Adobe, they can increase margins as they grow, while giving clients better service at prices that competitors can’t match. Productivity rises, efficiencies increase, and nonlinear scale becomes feasible as productized services take over high-volume tasks and aid judgment-driven processes. That frees up well-paid professionals to focus on jobs that require more sophistication—and generate greater value for the company.

I see this as being an evolution rather than a revolution. We are at stage 3:

  1. Stage 1 Search: Making documents, images and audio/video available and tagged
  2. Stage 2 Review & Connect: Analysing and summarising documents, images and audio/video and pushing to relevant people. Identifying patterns and making connections.
  3. Stage 3 Predict & Facilitate: Using the raft of data, information and accumulated knowledge to predict what the likely outcome of an event or series of events might be and to then help facilitate those outcomes.

If you accept that 80% of a company’s data is unstructured there is ample scope. So what options do firms have?

  • Partner
  • Build
  • Buy (or rent)
city-road

Two of the new buildings in City Road, London

Some of the biggest firms have already moved forward: Dentons has gone down the partner route investing in Next Law Labs and acting as a test bed for their ideas; Pinsent Masons have opted to build their own, a do it yourself AI called TermFrame; Linklaters signed up to buy/rent from RAVN and in a really interesting move Cotswold Barristers have become ‘barristers direct’ marketing their fixed fee services to potential claimants.

What’s interesting is how well represented the UK is in the AI field and how many of the emerging businesses can be found around City Road in Tech City, London.

Yet despite the hype AI has a chequered recent history:

  • Both the US Presidential Elections and Brexit Referendum were called the wrong way
  • The challenge of the self reinforcing bias is not met which makes outcomes susceptible to false news and accentuates the Prism Effect
  • Humans are still needed for interpretation, managing of networks and facilitation of outcomes.

and finally

I am going to draw on two quotes from the respondents (both highly visible and respected Legal Professionals who find themselves in roles that have KM components):

AI and automation models if put in place successfully would augment the journalists*, augment the attorneys, make them more successful for themselves, the client, and the business.

*This was in reference to a John Oliver sketch on US TV about the impact AI is having on journalism. See Chicago Tribune summary here.

The rise of newer forms of technology is challenging the way codified knowledge is managed leading to the need for KM professionals to work with new types of colleagues such as business process improvement specialists and AI providers.

If you want more, I suspect one of the topics for discussion in the Open Space Peer Assist session I will be running at KM Legal Europe will be on the impact of AI. There’s still time to register for that event and I’m sure Ark will put online the video interview I conducted yesterday.

Stop Press:

Today DeepMinds and Royal Free Hospital’s App is launched. It is a great example of how data can be analysed and outcomes presented to the clinician for recommended treatments. Substitute the Lawyer for the Clinician and it’s clear similar search, retrieval and analysis tools might be used in Legal.  See here for more.

References:

Thanks to Martin White (self styled ‘Virtual Librarian’) for these hugely helpful links:

http://www.abajournal.com/magazine/article/how_artificial_intelligence_is_transforming_the_legal_profession

https://artificiallawyer.com/

https://blogs.thomsonreuters.com/answerson/artificial-intelligence-legal-practice/

AI & The Business of Law III: The Rise of Administrative Automation

http://www.pwc.co.uk/industries/business-services/law-firms/survey.html

Also to Exponential Investor who provided this interesting interview transcript as part of its investor service:

They know what you’re going to buy…