Full Description
In today's modern, techno-centric world with its endless endless supply of data, and the multitude of ways to collect and utilize it, Intelligence has become the best tool for law firms when it comes to understanding client needs, offering quality value-oriented services, and garnering and retaining business.
Ark Group's new report Strategic Intelligence for Law Firms offers a robust overview of how, and why, strategic use of intelligence can foster real results in your firm.
Featuring advice and case studies from experts in business development; analytics; and the ABC of artificial, business, and competitive intelligence, Strategic Intelligence for Law Firms covers topics including:
- Client success through better intelligence
- Why client intelligence is (or should be) the new CI for law firms
- Balancing pricing and client perceptions of value
- Utilizing multiple intelligence sources to create an opportunity scoring assessment
- Developing a CI function in a resource-constrained environment
- Compiling a useful and user-friendly competitive intelligence report
- Design, Thinking, and the why of BI
- Using software to increase access to legal services
- The evolution from business intelligence to artificial intelligence
With insight, opinion, and practical working knowledge from the likes of Mark Medice and Jennifer Roberts Intapp, Zena Applebaum, Bennett Jones LLP, Peter Lane-Secor, Pepper Hamilton LLP, Patrick Fuller, Neota Logic Inc., Annie Johnson, Pillsbury Winthrop Shaw Pittman, Mark A. Gediman, Best Best & Krieger, Ed Walters and Jeffrey Asjes, Fast Case, Joanna Goodman, Law Society Gazette and The Guardian and John Alber, ILTA
Strategic Intelligence for Law Firms will help all law firm leaders establish a flexible intelligence strategy that will address the current and future strategic needs of the firm.
Contents
Executive summary
About the authors
Chapter 1: Client success through better intelligence
•State of the industry
•Client intelligence opportunity
•Data-driven and systematic approaches
•Measurement, insights, and action
•Cultural considerations
•Managing progress in light of the larger vision
•Summary
Chapter 2: Why client intelligence is (or should be) the new CI for law firms
•The CI cycle
•And then it was 2008 - An industry in flux
•Technology makes it easy
•Understand my business
•Collaboration is the key to client intelligence
Chapter 3: Balancing pricing and client perceptions of value
•Defining value
•Using communications to demonstrate value
•Estimates and fee structures
Chapter 4: Utilizing multiple intelligence sources to create an opportunity scoring assessment
•Setting the foundations - Metrics and scope
•Legal intelligence platforms
•Relationships and connections
•Experience
•Finance, pricing, and profitability
Chapter 5: Developing a CI function in a resource-constrained environment
•Gaining buy-in
•Process, process, process
•People
•Take initiative
•Solicit and implement feedback
•Track outcomes
•Ready to launch
Chapter 6: Compiling a useful and user-friendly competitive intelligence report
•Step 1 - Choice of format
•Step 2 - The executive summary
•Step 3 - Establish the purpose of the report
•Step 4 - Tools
•Conclusion
Chapter 7: Design Thinking and the why of BI
•Change or die
•But change how?
•Design thinking discipline
•Empathy?
•Bringing empathy to BI
•OMG
•Beginning with the prosaic
•Back to the why of BI
Chapter 8: From BI to AI
•BI and big data
•AI's two-factor authentication
•The AI of BI - and the BI of AI!
•Get the BI right first
•From dashboard to conversation
Chapter 9: URLs or UPL? Using software to close the access to justice gap
•Mind the gap
•A history of software turbulence
•Legal software is already here
•Industry concerns
•What's next
•Unauthorized practice of law
•Unclear boundaries
•Inputs vs outputs
•A future of robots in the law
•Lawyers in the loop
•Quality service at scale
•Colophon
