TLOMA Today

Welcome back after our summer hiatus of TLOMAToday. I hope everyone has had an amazing summer. 

On June 21, we had our third annual Golf Tournament at Royal Woodbine Golf Club. We had our biggest member turn out yet at 28 members. I also attended and had a great time with my foursome of players which included Business Partner sponsors from Logitech and Global USS.

On August 15, we held our summer networking event at a Blue Jays Game at the Rogers Centre sponsored by Artic Wolf. We had exclusive use of the WestJet Flight area which allowed us to move around and talk to everyone and enjoy the game at the same time.

In August, the board spent time working on a new Strategic Plan for the next three years.  This process involves reviewing priorities, strengths and challenges for the Association and then we will set an action plan in place for the upcoming year.

The Nominating Committee is hard at work searching for volunteers to fill the 2024 available Board and Non-Board positions. The Board positions include:

•          Vice President (three year term)
•          Treasurer (two year term)
•          Communications Coordinator (two year term)

Non-Board members for the positions of:

•          Facilities SIG Leader (two year term)
•          Human Resources SIG Leader (two year term)
•          Vice Chair 2024 Conference Committee (three year term)

If you are interested or would like more details, please feel free to reach out to me at bmulder@hhllp.ca.

Here's the details to upcoming events:

• September 5, 2013 – TLOMA Marketing SIG - Mastering the Synergy of Digital Marketing and Business Development for Lawyers and Law Firms - September 5, 2023
• September 12 - TLOMA 2023 Compensation Surveys Results Meeting
• September 26 - TLOMA HUMAN RESOURCES SIG - Stay tuned for details!

Our TLOMA Annual Conference & Trade Show to be held October 11 – 14, at the Westin Ottawa, is fast approaching. It’s not to late to register. Check out our Agenda including our opening key note speaker Michael Cohen who’s going to be talking about how to make our law firms better through the lessons of Ted Lasso.  

Coming new this year, TLOMA will be launching a new App for conference. Please stay tuned for notifications.

Ok Blue Jays let’s play ball!

A fun time was had at the recent TLOMA Networking event held on the WestJet Flight Deck in the newly renovated section of Rogers Centre.  The event, a game between the Toronto Blue Jays and the Philadelphia Phillies, took place on Tuesday August 17^th.

Forty-one TLOMA members signed up for this free event, sponsored by Arctic Wolf, a cybersecurity company with offices in Waterloo.  

This novel event was in response to a member survey last fall in which TLOMA members were asked where they would like to see their next TLOMA networking event. A Blue Jay game was the number one response.

TLOMA members were treated to a close pitcher’s duel with the Jays coming out on top 2-1 with an 8^th inning pitch that hit the batter and walked in the winning run. for the Jays.

Those in attendance were able to use the Blue Jays gift card they were provided to purchase food and drink on Loonie Dog Tuesday; hot dogs were available for $1.

Members were able to mix and mingle in the ample space located in left field and have the ballgame in the background.  It was a fun time for both members and sponsor. 

Frank Moll, President of Arctic Wolf, commented the event was a lot of fun and enjoyed getting to know the TLOMA members. 

TLOMA member Katherine Mather noted; ‘I had a really great time at the Jays game…   It was fun to spend time catching up with TLOMA members and Business Partners who I haven't seen in awhile.  The baseball game was interactive and exciting.  It was a bit of a nail biter, but in the end, the Jays won 2-1!  Thank you for arranging this dynamic evening!’

A fun time in a unique setting that offered sponsor and members the freedom to engage at their own pace.

Check your emails and the TLOMA website for more events.

Remember there is still time to register for the TLOMA 2023 Conference and Trade Show at the Westin Ottawa.

Thanks again to Arctic Wolf for their support of this first-time TLOMA event at Rogers Centre.  
 

Effective January 1, 2024, the LSO (Law Society of Ontario) will implement new guidelines that will reshape the landscape of virtual verification of client identity. This article intends to provide a comprehensive understanding of these transformative changes and offers a guide to assist you in making an informed choice when partnering with a vendor for your organization's needs. To set the foundation, it's essential to frame the conversation of virtual verification of client identity within the broader sphere of client identity verification procedures.

Overview of Client Identity Verification Methods

The LSO's By-Law 7.1 delineates four pivotal methodologies for licensees to verify the identity of their clients:

1.  In-person Verification: For licensees opting for in-person verification using a government-issued photo ID, they must rigorously examine the ID, ensuring it stands up to the benchmarks of authenticity, retains its validity, and remains current.

2.  Virtual Verification Techniques:

a.  Credit File Method: Licensees can dive into an individual’s credit file that is situated within Canadian boundaries. This file should not only have been in existence for a minimum of three years but should also resonate with the name, birth date, and address the individual shares.

b.  Dual Process Method: Here, the licensee can solidify the identity by tapping into two distinct sources of information:  

• A reliable source projecting the individual's name alongside their residential address
• Another trustworthy source revealing the individual's name paired with their date of birth
• Or, any information that verifies the individual's name and confirms their affiliation with a financial institution, be it a deposit account, credit card, or other forms of loan accounts.
  
  

c.  Agent-based Verification: Licensees aren't confined to personal verification; they can expand their scope by bringing an agent onboard. However, this necessitates a written accord between the licensee and the agent. The licensee must be convinced beyond doubt that the agent has met all the verification prerequisites and the procured data is both valid and up-to-date.

d.  Authentication-Driven Virtual Verification: This involves leveraging state-of-the-art technological solutions for identity by authenticating the identity documents of the client.

This article is focused on selecting a vendor for your authentication-driven virtual verification process.

Backstory: The Journey to Current Virtual Verification Protocols

The initial wave of virtual verification, which did not demand authentication of identity documents, found its roots in the LSO’s rapid response to COVID-19.

Licensees bear the responsibility of not merely knowing their client on a surface level but delving deep into understanding the financial intricacies intertwined with their professional dealings. With grave concerns like money laundering, mortgage scams, and identity deception, especially exacerbated during the pandemic, it's incumbent upon these licensees to manage risks in their practice and to remain on high alert.

The evolution to a more stringent authentication protocol in the realm of virtual verification is emblematic of the current provincial health and safety measures. This not only underscores the three alternative techniques available for client identity verification in absentia but also aligns with By-Law 7.1's directives that calls to ensure the authenticity, validity, and currency of all verification documents.

In light of the regulations effective January 1, 2024, licensees employing video conferencing or other virtual communication platforms for identity verification will be bound by the mandate to authenticate the government-issued photo identification document. A mere visual inspection of the individual and their identification via virtual mediums will no longer be sufficient.

Stepwise Guide to Virtual Verification of Client Identity

Step 1: Authentication of the ID document

In order to ensure authenticity, that is, that the document is genuine and untampered, the LSO mandates, the following:

1.  Obtaining from the individual a digital scan of their ID using the camera embedded in their smartphone or any electronic device they have access to.

2.  Using technology to evaluate the scanned ID document against:

• Recognizable traits of genuine IDs such as size, texture, character placement, elevated lettering, established formats, and design schemes.
• Established security components like holograms, barcodes, magnetic stripes, watermarks, and inbuilt electronic microchips.
• Distinctive markers and symbols, for instance, logos.
  
  

Step 2: Post-authentication validation & record-keeping

Once the ID document has been authenticated, the licensees need to do one of the following:

• Doubly confirm validity: This is done by juxtaposing the visual representation of the individual during a virtual meet with the photo and name inscribed on the authenticated ID document; or

• Biometric validation: Individuals are prompted to take a new photo with their electronic device. Advanced biometric technologies, such as facial recognition, are then used to compare this image to the one on the ID. Simultaneously, the names on the ID and those provided by the individual are compared.

Upholding the integrity of the verification process requires meticulous record-keeping. Licensees should record key information such as the applicable date, the chosen verification strategy, the steps diligently followed throughout the process, and the efforts taken to establish the authenticity, validity, and currency of the photo ID.

Vendor Selection Criteria

The LSO does not endorse specific vendors but requires their technology to properly evaluate ID characteristics and security features as outlined in Step 1. When choosing a vendor, consider:

• Financials: Dive deep into the cost structures, encompassing subscription charges, initial investments, and yearly commitments.
• Implementation: Assess the vendor's setup process. Some may require complex integrations, others are more plug-and-play.
• User Experience: The tools should be user-friendly for both staff and clients.
• Security: Prioritize strong data protection and data residency.
• Biometrics: See if the vendor provides advanced biometric verification methods, ensuring both ID and holder authenticity.
• Record-keeping: Choose vendors with thorough audit trails, capturing all necessary metadata.
• Integrations: If needed, check how well the vendor's tools integrate with existing systems like conveyancing and eSignatures.

Law firm mergers tend to be fascinating for any number of reasons. The merger between U.K.-based Allen & Overy and U.S.-based Shearman & Sterling is certainly one to watch.

Having been involved in a number of law firm mergers – global and national – I can attest that while each merger situation and scale is different, the process is often the same.

In my experience, there are four critical pillars of the merger process that need to be acknowledged and handled in tandem.

1. They’re Like Us

No, they’re not. Law firms have various reasons for merging, and like some marriages the parties go up the aisle with less flattering traits tucked away. And like most unions, quirks and oddities appear as everyone relaxes into the relationship. In most instances, this means dealing with problems pertaining to situations and people.

Most situations can often be dealt with swiftly while problems with solutions that seem patently obvious can drag out until dealing with them requires strong actions. Such exertions are often much ado about nothing, but can churn up ill will that wasn’t there in the beginning. This is when it’s smart to pick your battles.

Much the same can be said for people. Problematic people often leave shortly after a tie-up either of their own volition or that of the merged firm. In other instances, it can take a generation or two for the blended firm to stabilize, which can make for a long wait.

During a merger process – and for a long time after when the real work of managing a merged firm is underway – patience and kindness plus a sense of humour and the ridiculous will help save your sanity.

2. Market Positioning

Mergers are not a marriage of equals. There is always a dominant firm and for that firm, surviving a merger is job one.

For law firms that go through a merger or a series of mergers, remaining intact and recognizable is as critical as the retention of a strong legal market position.

A strong legal market position is never accidental. It is achieved through solid leadership backed by a united law firm membership dedicated to achieving strategically targeted and measurable market-differentiating objectives. It is rare.

What is more common is that a legal market position becomes diluted by the push-and-pull of various factions within the merged firm until, finally – months or years later – the blended firm gels into blandness due to exhaustion.

In the worst case, a merged firm becomes a co-op of siloed lawyers doing their own thing in their own way while operating under the firm’s banner. In this instance, a merged firm can earn a reputation for being transactional in its dealings with clients and constituents. Its behaviour can also become internally competitive with referrals – and accompanying points – going to contacts across the street rather than colleagues down the hall.

3. Restructuring

The structure of the dominate firm will prevail – shakily for a while, perhaps – but prevail it will. For leaders of various departments within a merged firm, this means evaluating what works and what doesn’t, and adopting the best and jettisoning the rest.

This means difficult decisions must be made pertaining to people, procedures and systems. While never easy, nor for the faint of heart, it is always best to restructure as soon as reasonably possible and to do so of your own accord. Otherwise, you risk being told to restructure and how.

Oftentimes, this is when a neutral third party can help. An independent consultant experienced in law firm mergers can assess, recommend and support restructuring decisions based purely on business betterment. An experienced advisor will cool a hot situation and be sensitive to people and politics. They will also provide a merging firm’s leadership with fresh perspectives, sober second thought, and tools, guidance, leverage and support on execution.

4. Honour Your Ecosystem

Never – even though I have here – leave your ecosystem to the last.

A law firm’s major constituents are not its lawyers or staff. Clients are the lifeblood of every law firm, whether its growth is organic or by merger. While a law firm’s major constituents are its clients, so are referral sources and ancillary supporters. This is why communicating clearly, early and often to your client-constituent base is critical to success during and after a merger process.

Mergers are a time of drastic change for any merging law firm and its ecosystems. This is why a merger process is the very best opportunity that you will ever have to seek input from your clients and constituents on how to do business better.

Asking for and acting on this input can instill clients and constituents with a sense of value that solidifies their relationship with the firm. And when input continues to be invited post-merger, a merged law firm is perfectly positioned to receive reciprocal value from its ecosystem as both a reward of trust and a hallmark for continued growth.

Running an IT company, you might think I’m advocating for law firms to move to the latest and greatest software suites. But that’s not the case.

Is it worth it to change? It depends.

For instance, are you thinking of changing software so that your team can work remotely? In most cases you can do this without changing software. Don’t let an IT company dictate major operational considerations such as what software you use. Everything depends on your firm’s goals and needs.

Too many software companies are selling their software as the solution to all your challenges. But technology always comes with hiccups and issues, so carefully weigh your priorities before making a change.

I’ve talked to people at law firms who were promised more than a software program can realistically deliver. They move over and are sometimes stuck using multiple different programs that are supposed to do the same thing. (One of our top technology tips for law firms is consolidating software programs where possible, so you aren’t pulled in a dozen different directions.)

Sometimes, you’re not being presented all the different options for modernizing your law firm’s software. Or you might even be feeling pressure from your IT or software partners to change.

As a business owner myself, I’m here to reassure you: Your team oversees your business operations. You do not need to change anything about your core technology set-up unless you are sure it will serve a business need.

Some “first principles” questions to ask your team and your IT partners if you are thinking of changing a core piece of how you work:

1.  What problems are we trying to solve?

2.  Do we need to change software, or is there a practical workaround we can find?

3.  What are the costs of changing software, including staff downtime?

4.  What are the potential gains from changing to something that saves time?

5.  Who’s giving us business operations advice? If it’s an IT company, are they recommending changes for the right reasons?

6.  Is there a way we can keep using older software but on a system that everyone can access remotely? (Check out how virtual desktops can extend the life of older software so you don’t have to change the way everyone works.)

Learning more

If you are curious about this or other topics discussing IT for law firms, head to our website for short informational videos.

While the war for talent will continue, the dynamics and strategies employed by law firms will evolve in synch with the changing landscape.

Initially, several factors led to the "talent war" that firms perpetrated on themselves. These factors included (in no particular order):

COVID Happened:

• 2020 and 2021 were exceptionally financially successful years (a combination of client demand and lower costs due to Covid); Over-hiring ensued, just like every other industry in North America;
• The changing expectations of young lawyers; and
• The departure of senior lawyers during early Covid in response to weariness, remote working, the realization that they could financially, etc.;

Over-reaction Occurred (or ensued):

• Inherent fear that remote working would result in fewer billable hours being docketed in the face of unchanged client demand;
• The "hype" of professional recruiting agencies about the need to drive up salaries and bonuses to retain their top talent (and higher still if they want to attract top talent);
• "Big Law" (whoever they are) created a "war" for top talent with their chequebooks and not necessarily their merit (which time will tell if a viable long-term strategy);
• A misunderstanding that moving to the cloud would address the accelerating changes in technology needed to service clients' demands (both for services and how they are delivered);

Future Signals Misunderstood:

• There was /is a lack of communication with clients about what they saw happening in the future (clients have and will always be, it seems more attuned to future challenges) and executing the required adaptations.

Reality Struck:

• Then 2023 happened, and firms seem to have caught on, mostly, that they were letting their past be a hitching post, not a guidepost!
• In particular, firms woke up and realized that:
• Clients were not interested in how many bodies you had but did you have the right ones – the historical understanding of lawyers being solely legal experts was no longer sufficient. Today, clients expect their lawyers to possess strong business acumen, technological literacy, and excellent communication skills.  The historical areas of general practice - corporate, litigation, and employment,  were secondary to clients both as a result of the increased complexity of legal matters (more regs and rulings than ever) and the rise of the importance of such narrower scoped areas like technology law, intellectual property, privacy, and regulatory compliance.
• That money (the leading recruiting tool for many firms) did not address/solve their young lawyers' more profound intellectual expectations. Millennials and Generation Z lawyers focus more on work-life balance, purpose-driven work, and professional development opportunities. They prioritize workplaces that offer flexible working arrangements, diversity and inclusion initiatives, and mentorship programs.
• An ironic sense of frustration on the part of the Millennials and Gen Z about the firm's extravagant spending on expenses that were not in their collective wisdom contributing in any way to the marketing of the firm or fair salaries for them and the staff;
• That the "competition to out-compensate others" was not retractable – once given, it added a new lawyer of overhead that, for many firms, lessened their ability to adapt to any slow down in work other than through forced attrition (few partners were lining up to reduce their incomes to avoid layoffs of lawyers voluntarily). Stealth layoffs, retraction of jobs, etc., are very much back in vogue.

Attraction and Retention Strategies:

The war for talent among law firms will continue to be a competitive battle and will not end abruptly. What is likely is that the focus will be to create work environments that make themselves more appealing to the most talented lawyers in a narrow group of specific practice areas.

Initiatives to create these types of desired work environments include:

• Revamped mentorship programs that involve sponsors (mentors advise you and sponsors advocate for you - Sponsors have protégés and are invested in a protégé's career success);
• Leveraging technology as a selling point to attract tech-savvy lawyers who can maximize the benefits of these tools;
• Broadening professional development programs that enable both professional and personal growth with the opportunity to access coaching in various aspects, including creating a brand and focused business development;
• Executing previously drafted policies that institutionalize the support of gender, racial and ethnic diversity;
• Investing in programs and resources to support the well-being of their lawyers that include mental health counseling services, stress management workshops, yoga and meditation classes, and access to wellness apps; and
• Promoting and changing, where necessary, a positive culture that encourages work-life balance, including encouraging lawyers to take regular breaks, setting realistic expectations for billable hours, and discouraging a "workaholic" mentality.

For firms that may have been slow to either enter or embrace a broad strategy for dealing with the talent war, take heart and remember the old hypothesis that there is nothing less important than the score at halftime in life or sports!

While it’s no surprise that remote and hybrid (office- and remote-based) work environments have steadily increased in recent years, no one could have predicted the sudden yet long-term impact of the global COVID-19 pandemic on this trend. In a survey by global research firm Gartner, 82% of company leaders plan to continue at least part-time remote policies even after reopening offices. A similar CEO survey from professional services network PwC revealed 78% of respondents believe remote teamwork has become a permanent part of the business landscape. Because these types of non-traditional arrangements have been catapulted into the forefront of normal work routines, so too have critical questions about how to best drive process efficiency, foster collaboration and maintain client service levels. In today’s technology driven environment, valuable tools including voice technology and speech recognition can help law firms maintain success and client acumen to work more efficiently while still delivering superior service. Here are a few impactful ways firms can harness the power of innovative voice solutions:

1.  Simplify and streamline workflow management Because of the collaborative nature of legal work, even seemingly simple tasks involve multiple contributors. Consider, for example, how many people may be involved in recording notes from a client meeting: from routing dictations, to identifying transcription resources, to sharing the information, and finally cataloging the file. Manually executing this end to-end depends on every team member being perfectly coordinated with each other’s schedules and preferred communication methods – an unrealistic expectation. New voice tools are compatible with existing systems and applications, streamlining workflows so spoken notes are automatically sent to transcription (also available on-demand), routed to the appropriate party and securely saved to the cloud. The time and cost savings allows firms to realize a new more efficient normal, as Cleveland-based Reminger Co. LPA did, by adopting a turnkey voice solution.

2.  Leverage the cloud for superior flexibility The 2020 IDG Cloud Computing Study indicates 92% of an organization’s IT environment is already at least partially cloud based, and cloud budgets are rising – expected to comprise 32% of total IT budgets in 2021. Cost efficiency is one major driver, as maintaining physical servers demands significant CAPEX and OPEX investments. But making data more readily accessible through enhanced flexibility and mobility is a major benefit of the cloud that is particularly germane for legal professionals, and why voice solutions that leverage cloud capabilities equip teams to perform better. Instantly expanding capacity or bandwidth (instead of waiting for expensive server upgrades), accessing company data from any device, and intuitive information-sharing among team members are but a few ways cloud-enabled voice tools make it easier for firms to meet evolving business demands.

3.  Increase outputs – with less effort Copious document creation is perhaps the most common task legal professionals share, whether in the public or private sector and no matter the practice area – and it is increasingly coordinated across teams that are not co-located. Feature-rich voice technology software, with capabilities such as automated notifications for transcriptionists and routing rules for recordings, helps bridge geographies and enables firms to increase both the speed and volume of document output. Atlanta-based Hall Booth Smith, for example, implemented an intuitive, web-based voice solution that helped improve the firm’s in-house transcription team improve the quantity, quality and speed of their work, producing accurate, finished documentation more efficiently than ever.

4.  Utilize tech that keeps pace with your work style Inspiration doesn’t always strike in the office or in front of a laptop, nor does the need to capture impactful ideas or strategies. Having a robust voice application on a smartphone that provides the full capabilities of desktop applications means attorneys can record notes for themselves or others (especially convenient when en route between meetings or on the go) no matter where they are working. And because spoken language is seven times faster than typing, this translates to substantial time and cost savings. Recording voice notes in real time means attorneys can also take action in real time when they use voice applications connected to systems, colleagues, and support staff for further processing.

About us Speech Processing Solutions, the global leader in voice and speech-to-text solutions, empowers legal professionals around the world in addressing their biggest business challenges.  Visit our website or get in touch with a member of our team today for more on how you can enhance your firm’s agility in a changing landscape.

The legal accounting industry has been dominated by desktop-based practice management software for decades. As more and more legal professionals move towards cloud-based solutions, the decision to stick with traditional desktop software or transition to the cloud has become a topic of ongoing debate. In my previous article, we explored the industry’s evolving landscape into the cloud. In this article, we will examine the contrary, whether it's better to stick with legacy software versus adopting the cloud revolution.

When it comes to deciding whether to switch to cloud-based software or stick with legacy software, law firms need to evaluate their unique set of needs, priorities, and circumstances. Making an informed decision that aligns with their unique requirements, realities, and goals is essential.

Here are seven factors to consider before making the leap:

1.  Familiarity: If a law firm has been using a particular software for a considerable amount of time, its staff may be so familiar with the software and may have developed expertise in using it. Switching to a new practice management software would require additional time and resources for training and onboarding. Alternatively, hiring new staff or letting go of current employees may be necessary to accommodate the transition.

2. Cost: The expenses related to switching to a new legal accounting software, such as training and potential downtime during the transition, could outweigh the benefits. Additionally, the payment model based on subscriptions, which is used by cloud-based options, may not be feasible for all firms from a financial perspective.

3.  Business continuity: Switching to new software may disrupt business operations. Law firms may choose to stay with their current option to ensure business continuity. Perhaps it’s an inopportune time to schedule this type of endeavour.

4.  Customization: Your current software may have been customized to suit the specific needs and workflows of the firm. Moving to a different software would mean having to recreate these customizations from scratch.

5.  Data migration: Transferring data from one practice management software to another can be a complex process, particularly if the firm has a large amount of data. Migrating this data could be challenging and may pose risks, such as data loss or corruption.

6.  User Interface / Experience: Along the lines of my first point, law firms may prefer their current software’s user interface, navigation, or overall user experience compared to alternative options.

7.  Not an immediate need: Perhaps your legacy software has been reliable and stable, and you may not require the added flexibility and accessibility that cloud-based software provides. Even if switching was your end goal, perhaps the timing is not right now.

The decision to switch or stay with is dependent on the specific needs, priorities, and circumstances of the firm. But it should be kept in mind that while these new software options are emerging, not everyone is, and not everyone should switch. However, it is essential for you to keep abreast of the latest developments in legal tech and evaluate legal accounting software solutions regularly to ensure they are meeting their needs and helping you stay competitive.

NEXT ISSUE:

Remote Deposit Capture (RDC) is a technology that enables individuals to deposit cheques remotely into their bank accounts without visiting a physical bank. This technology is highly beneficial for lawyers who can now save time and energy by depositing cheques using their smartphones or other electronic devices. In my next article, we will explore the requirements that must be met to ensure that the transaction is properly recorded, and the associated documents are retained. Stay tuned for the upcoming article.

In recent years, the legal industry has witnessed a significant transformation due to the integration of artificial intelligence (AI) technologies. These advancements have revolutionized the way law firms operate, offering both unprecedented opportunities and challenges. In this article, we will explore how AI impacts law firms, discuss the associated risks and opportunities, and provide insights into leveraging IT consulting firms or managed service providers to navigate this technological shift.

The Impact of AI on Law Firms

Artificial Intelligence has the potential to streamline and enhance various aspects of legal practice, providing a competitive edge for law firms. From automating repetitive tasks to gaining valuable insights from vast amounts of data, AI can significantly improve efficiency and decision-making processes. Key areas influenced by AI include:

• Legal Research: AI-powered tools can analyze vast legal databases, extracting relevant information and case precedents with greater speed and accuracy than traditional methods.
• Document Review: AI-driven algorithms can review and categorize documents, streamlining the due diligence process and reducing time and human errors.
• Predictive Analytics: AI can analyze past case outcomes, enabling lawyers to make data-driven predictions about potential case results and develop stronger legal strategies.
• Contract Management: AI can aid in contract analysis, helping identify critical clauses, potential risks, and opportunities for improvement.

Opportunities

• Enhanced Efficiency: AI can handle routine tasks, allowing legal professionals to focus on more complex and strategic matters, leading to increased productivity.
• Cost Reduction: By automating certain processes, law firms can reduce operational costs and optimize resource allocation.
• Improved Decision Making: AI's data analytics capabilities empower lawyers to make well-informed decisions based on comprehensive data insights.
• Enhanced Client Experience: Faster document review and improved case analysis can lead to better client service and satisfaction.
  
  

RISKS

• Data Security and Privacy: The adoption of AI introduces potential vulnerabilities, making data protection a paramount concern for law firms.
• Ethical Considerations: The use of AI must adhere to ethical guidelines, ensuring fairness and transparency in its application.
• Workforce Adaptation: Law firms may face challenges in adapting their workforce to work collaboratively with AI technologies.

Leveraging Technology Expertise: IT Firms

To harness the full potential of AI while mitigating associated risks, law firms can collaborate with IT firms, such as TRIELLA, specializing in legal technology. These partnerships offer several advantages:

• Expert Guidance: Technology experts can assess a law firm's needs, recommend tailored AI solutions, and provide ongoing support for seamless integration.
• Data Security: IT professionals can implement robust security measures to safeguard sensitive client information from potential cyber threats.
• Training and Education: IT firms can train legal professionals on AI tools and best practices, ensuring effective utilization and enhancing overall competency.
• Compliance and Ethics: IT firms will a full-service offering including data privacy and governance can assist law firms in adhering to industry regulations and ethical standards in AI implementation.
• Infrastructure and Support: Your law firm will need proper IT infrastructure for AI, including hardware, software, and cloud solutions. IT firms can provide ongoing support, maintenance, and upgrades, ensuring your AI systems operate smoothly.
• Cost Optimization: By partnering with an IT firm, you can leverage their resources, expertise, and economies of scale, potentially reducing your overall AI implementation costs.

As AI continues to shape the legal landscape, law firms must embrace the opportunities it presents while addressing potential risks effectively. By partnering with IT firms specializing in the legal industry, legal professionals can capitalize on AI's potential, optimize their operations, and provide exceptional client experiences while safeguarding data and upholding ethical standards.

Embracing AI technology with the assistance of expert technology partners, such as TRIELLA (a full service IT firm servicing Canadian Law Firms) can be the catalyst that sets law firms apart in a dynamic and competitive legal market.

It's not a matter of if, but when your firm should start implementing AI

Artificial Intelligence holds immense potential for law firms, enabling them to automate tasks, improve decision-making, enhance client services, and mitigate risks. By formulating a clear strategy, ensuring data quality, and fostering a collaborative approach, firms can successfully embrace AI. Partnering with a reliable IT firm can further streamline the implementation process, ensuring seamless integration.

Book your free non-obligatory IT discovery call with TRIELLA, to help your law firm get IT peace of mind.

Many of us working at law firms are back at the office full time or are heading back soon.

Throughout the COVID-19 pandemic, water cooler discussions were off the table and communication among employees was too often relegated to Microsoft Teams chats. It’s no wonder we may feel out of practice when it comes to interacting with our colleagues face-to-face on a regular basis.

But manners still matter.

A study on workplace etiquette showed employees who deal with rude co-workers become less engaged at work, less passionate about their workplace and less likely to put extra energy into a project. Another found that bad manners can hurt your career prospects. 

Here are seven simple tips for good office etiquette that may seem obvious, but are worth revisiting as we re-enter the workplace:

1.    Say good morning, hello or how are you at the start of every conversation. This simple habit can go a long way in building team cohesiveness and, more importantly, demonstrates basic consideration for fellow humans!

2.    Small talk matters. Remembering a colleague had an important appointment or fun plans for the weekend and asking how everything went is a nice way to show you care about the people you work with while also building mutual respect and rapport. This will help you build stronger relationships and help your co-workers feel seen and heard.

3.    Do onto others what you would like done onto you. It’s the Golden Rule – the way you conduct yourself and the way you treat your co-workers reflect who you are. You want to leave your colleagues feeling positive, not stressed out or hurt, after they’ve interacted with you.

4.    Keep your workspace neat and tidy. Everyone has their own version of neat and tidy, but in a shared office space situation, err on the side of going overboard. Sanitize your desk and eliminate clutter when you leave at the end of the day. If you find a colleague is consistently messy, don’t leave an anonymous note that might create paranoia. If you’re unsure about addressing it one-on-one with the colleague in a collegial, constructive manner, speak to your supervisor and together as a team you can come up with guidance on keeping workspaces organized and clean. Related: Avoid eating overly fragrant foods at your desk or wearing heavy perfumes or colognes.

5.   Dress appropriately. We’ve all become accustomed to working in our sweats. But that kind of attire isn’t appropriate for the workplace. Review the office dress code and dress professionally. This doesn’t mean a suit and tie or formal business suits all the time. Use your best judgment, especially if you’ll be presenting in front of a client.

6.   Don’t come to work when you’re sick. With COVID strains still circulating and various colds and flus going around, make sure you follow the necessary absence reporting procedures and let your manager know you’re unwell. Workplaces can be breeding grounds for germs, and good etiquette — as well as basic human decency — is to avoid making others sick.

7.    Avoid contentious topics of discussion. Small talk is great, but avoid getting into politics, sexuality, religion or other hot-button and potentially offensive issues at the office. Those types of conversations aren’t appropriate in the workplace. Related: Don’t gossip about your colleagues or share stories about their personal lives. It’s unprofessional.

Now that we’ve revisited the basics of in-person office etiquette, we’re looking forward to seeing everyone back in the office again!

It should go without saying that since information is among the few assets that most law firms have, it’s critical it’s well managed. These days, this is done through information governance, which is simply how firms control their information assets across the entire organization to help achieve business objectives and mitigate risk.

Business objectives

IG contributes to business objectives in several ways. It should increase productivity by enabling lawyers to retrieve data quickly and accurately to get work done. It should ensure that colleagues and clients can collaborate securely and seamlessly, helping elevate the quality and speed of legal service provision.  

IG should facilitate efficient e-discovery processes that reduce costs and enable straightforward compliance with court requirements. It should embed effective record lifecycle management, including processes that systematically purge redundant data to keep storage costs under control.

IG is also about identifying gaps in systems or procedures that when filled will make information flow more effectively. It’s about creating an environment that encourages and facilitates the timely adoption of beneficial emerging technologies and innovations.

IG should also put firms in a stronger position to exploit knowledge management, which involves creating and using knowledge to the firm’s benefit. This might include the timely analysis of information that supports better-informed decision making. Or capturing, preserving and leveraging the value of institutional knowledge. 

Risk mitigation

As for risk mitigation, IG should cover how the firm protects client confidentiality and maintains compliance with regulations (GDPR, CCPA, PIPEDA, etc.), with client requirements (letter of engagement, OCGs) and with professional obligations (ABA). The failure to adequately protect sensitive and confidential information can incur costly regulatory fines, professional censure, and perhaps most catastrophically of all, loss of client confidence, from which it’s extremely hard to recover.

IG should also play a part in business continuity and disaster recovery planning. When the firm’s information assets are well organized and protected, with back-ups and rehearsed disaster recovery procedures, recovery from major incidents (fire, flooding, pandemic, cyberattack) will be much quicker.  

So whether it’s about exploiting the gains or avoiding the pitfalls, more and more firms are recognizing the need for coherent, firm-wide information governance. How, then, should they make it happen?   

Where IG belongs

In practice, IG boils down to a series of policies, processes procedures, roles and controls that the firm puts in place to meet its information-related operational, regulatory, legal and risk requirements.[1] But who takes responsibility for this? Chris Giles, CEO and Founder at LegalRM, observes that law firms vary widely in structure, capacity and approach. “Each is its own unique fiefdom,” he notes, “so one of the stumbling blocks when it comes to adopting IG is who in the senior management team will take ownership? The danger is it either falls between the cracks or becomes a bone of contention.”

Giles also routinely sees IT focused on application efficiency, security, backups and business continuity, while Records Management specialists are focused on dealing with issues like matter mobility and content lifecycle management. General Counsels and Risk Management are another discipline that have a significant part to play in putting in place IG policies, as are Heads of Practice Groups. However, unless there is cross departmental discussion and agreement between all interested parties there will be a disjoint between policy and its application within the law firm, or worse still, no movement at all.

The role of an IG Director

An approach that more and more firms are adopting is to create an Information Governance Director role. Chris Hockey was formerly the Director of Information Governance and Management at an AMLAW 200 firm in upstate NY. He notes that his prior firm didn’t consider itself large. “Nevertheless,” he says, “the firm could see a clear need for greater information governance control.”

To that end, his role was created within IT, and he reported to the CIO. Notwithstanding, Hockey notes it’s critical that the reach of IG activity extends across the whole firm.  “Successful IG implementations,” he says, “take a village, or a community, at least, within the firm, that shares a single vision on the need to get it done.”

His first task was the creation of an information governance policy. Hockey reached out to a range of people in the info-gov world for ideas and inspiration and then applied what he learned to the context of his former firm. The information governance policy exists to establish the fundamental high-level principles of IG at the firm, set responsibilities and reporting guidelines for steering committee members and other personnel, and to provide a framework for IG across the firm.

How an IG Director or senior manager takes IG forward, from policy and steering committee to procedures and enforcement, will be covered in Part II of this series.

To find out more watch our ILTA Masterclass where Chris Hockey, outlined the approach he’s taken at his firm, while Chris Giles of Legal RM supplied a sector-wide perspective. Click here to watch on demand.

[1] See: ISO 24143:2022 Information and documentation – Information Governance – Concept and principles