Category: News & Blog

Matter Intake: How we helped a major UK law firm conquer client forms and authorization automation with K2, DocuSign and iManage

We're helping one of the ‘top 100’ UK law firms, based in the southwest of the country, to automate their New Matter Intake process with K2. As part of their onboarding process, this firm had to send documents, and sometimes forms, to be completed and signed by potential clients. A paper process of forwarding documents to clients was slow, as was the process of scanning them back into the system once completed and returned. The firm considered the possibility of developing a ‘forms solution’ that would send forms to their clients to be signed and eventually returned as a PDF (assuming the client had the technology to produce and e-mail the PDF). Of course, this meant that there was no consistency in how the forms were returned from client to client.

What does it take for a lawyer to like a DMS?

There’s a rumour going around that lawyers are hard to please. Now I don’t personally subscribe to this notion but I do believe it is engrained in a lawyer’s DNA to hone in on dysfunctional technology like a heat-seeking missile. Call me a hopeless romantic but I also believe that if you provide technology that’s intuitive, reliable and responsive, then you can please just about anyone—even lawyers.

Lesson learned at Kirkland & Ellis vendor day not at all what I expected.

I recently attended ‘Vendor Day’ at Kirkland & Ellis. Kirkland—the 13th largest firm in the US—placed 5th on The American Lawyer's 2016 Am Law 200 ranking. Definitely something to brag about there! But there was something else that I found even more "brag-worthy," though I know it was certainly not their intent. During one of the sessions a Kirkland lawyer shared a riveting story about a pro bono case that he had participated in. The case was about a person who had been wrongly convicted of murder as a result of a fraudulently obtained confession—and someone whom the legal system had failed.

So Many Apps, So Little Integration

Does anyone remember their days in elementary or high school when they were instructed to work in 'groups' to complete an assignment? Do you recall the furtive glances and the mad scurry to ensure you secured membership in a ‘winning’ group? Possibly you were a member of 'that group'—the one that never really finished assignments; the group with the uncooperative or lazy members? It was a sure path to a poor mark. Half completed assignments are rarely rewarded.

You can either play the game or you can change the game.

I have been so buried in RBRO’s innovation activities that I have haven’t provided an update blog on RBRO for a while. And when I say innovation… I mean we have some real game-changing innovations in the works! Our second quarter just finished and needless to say we are having stellar success across the globe with sales almost double vs last year, and a number of strategic initiatives have been launched including our new Channel Partner Program.

Mergers & Acquisitions

Everyone knows that the signing of "Final" agreements in a merger or an acquisition is really only the beginning of a very challenging and potentially time-consuming process of organizational integration. When done well, integration can yield a stronger company, increased profit and the introduction of new diversity that drives innovation and positive change. Of course, doing it well demands a focus on excellence in all the post-closing activities that give life to the agreement. Merger and acquisition (M&A) activities present new opportunities for companies to take a closer look at their strategies around how individuals, teams and processes interact with each other.

Content and Process Integration

Companies wrestle with finding successful strategies to manage the large volumes of electronic content and the processes that interact with this content. Good governance requires that all content be accounted for, properly secured and appropriately retained. So organizations impose processes and requirements to ensure good governance. However, these requirements are often treated as secondary by users who just want to get on with their work. From their perspective, the organizations penchant for governance usually comes in the form of time-consuming, mind-numbing processes built on inefficient, disconnected systems. They want to feel like they are getting things done quickly, without pain and preferably in a way that is experientially stimulating. The needs of the user and the company are not mutually exclusive and neither should be allowed to negatively impact the other. In fact, if done right, the focus on user experience through a better integration of content and process can lead to a better realization of the organization’s goals.

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