2/21/12

ACC Brings the Future to its Members or The ACC KIIAC System Goes Live

My recent series on Staying Relevant suggested bar associations as a potential source of innovation and change in the industry. On the heels of that suggestion, the bar association of clients (a.k.a. the ACC) is announcing their new Contract Advisor system, developed in partnership with KIIAC.
Most readers know the 3 Geeks are fans of KIIAC as a next-generation KM tool. Well Kingsley has really out-done himself with this partnership. This new member benefit basically brings the full power of analysis KM right in to the hands of ACC members. Starting today, members will have access to ten document templates, which are contracts and agreements that in-house counsel would use on a regular basis. Kingsley has taken volumes of sample documents for each document type, analyzed them and made standardized versions available. Not only that, members can view alternative clauses within each document, enabling them to custom build documents, utilizing any clause components they chose. Finally, members can take documents they have received and compare them against the standard document types to see if any clauses are missing or highly variable from the standard.
As I understand it, new document types will be added over time, increasing the value of the service.
This is truly a next-generation, change-enabling member benefit. This is a quantum leap ahead of how things are currently being done. These are not forms being occasionally updated by someone you don’t know. This is dynamic content based on a wealth of knowledge that evolves as it is used.
Normally I would say check it out, but you need to belong to ACC for that to happen. So maybe I should say, join the ACC. Or maybe talk to your bar association and get them to follow suit.
Well done ACC and KIIAC.

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2/20/12

The Marketing Cyclone--Is Your Law Firm Caught Up in the Whirl?

I read an interesting article in the AMA's interview with David Edelman of McKinsey and Co. about moving away from the concept of the marketing model as a funnel.



Because of the new nature of marketing due to online commerce, Edelman proposes an alternative marketing model that they call the "Consumer Decision Journey."



Working much like a clock, and beginning at 9 p.m., he suggests that customers:

  1. Consider
  2. Evaluate
  3. Purchase
  4. Post-purchase experience
  5. And, if it is a successful experience, they will begin a loyalty loop; if not, they will begin the "consider" stage again.
Well, I couldn't help but think that if you considered this model in 3-D, it looks a lot like a cyclone. And the less you are considered, the more chaotic your marketing efforts must be.

So how does this model apply to as professional services providers and, specifically, law firms?

Yes, lawyers are not bought online. But, believe me, I know from first-hand experience, they are looked at online. And in this day and age, I can certainly tell you who a firm's best marketers are just by looking at their web site.

Think of a law firm's point of purchase to be when that firm is given an RFP. Then think about the post-purchase experience as how the potential clients react, respond, evaluate to the law firm's response.

If a law firm is doing it right, they are in the Loyalty Loop and they are causing some serious damage in the courtrooms/boardrooms.

If not; well, all hell just broke lose.

Like Toto heard, "we're not in Kansas anymore."

Are you listening?



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Flattening Content: Why Legal Publishers Will Shun Customization

Image [cc] HorsePunchKid
[Guest Post from Jason Wilson, VP at Jones McClure Publishing, and blogger at rethinck.]

On her blog, Dewey B. Strategic, Jean O’Grady took direct aim at large legal publishers—Thomson Reuters, Reed Elsevier, Bloomberg, and Wolters Kluwer—and urged them to customize their database offerings at the practice-group level rather than taking a firm-wide approach to content access. She cautions that the approach—trying to be all things to all practice groups—will only lead to misery. To survive the “sole provider wars,” she says one must be willing to be flexible.

I understand her point, but it isn’t modern. Flexibility isn’t where data is headed, whether you’re a large legal publisher or a small one. Flexibility is actually just another word for siloed data.

Think of Harry Potter and the Chamber of Secrets compared to the universe of Harry Potter writings, including fan fiction), and data isn’t supposed to be siloed any longer. All of the current thinking about the matter suggests so.

Think of Jeff Jonas’ “data finds the data” line? Siloed data makes discoverability too difficult, and we (legal researchers) don’t like difficult.

Think of WestlawNext as an example. The whole point to the system is to pour everything into one container so you can find it all; no assumption can be made that any one thing will answer your question, so the system must search it all and show it to you.

In fact, the publishers can argue that they themselves don’t know the relevancy of all data within their possession, so it only seems logical to display it all, with facets, of course, and excellent algorithms to parse the data. Lexis is headed in this direction as well, although taking an entirely different approach with HPCC. I can’t say that Bloomberg or Wolters Kluwer is, but they may be.

But let’s draw this down a bit and focus on analytical content, which is what I think O’Grady’s post was driving at.
“There are lawyers who conjure apocalyptic consequences at the thought of losing their favorite resource. I suspect that this is generational characteristic.
Older lawyers who started out conducting legal research in print treatises and then moved online tend to have a stronger sense of a legal publisher’s brand and the reputation of specific products which I don’t see in the post-Google generation of lawyers.”
Her observation here, I think, is meant to scare publishers into customization. A sort of, “hey, if you think your analytical brand is sacred, think again, because the post-Google generation doesn’t care.” But if this is what she means to do, I think it misses the mark.

Legal publishing is counting on the post-Google generation of lawyers to free the market place of selling individual titles, jurisdictional packages, product groups, and the like. The lawyers aren’t after Chisum on Patents. They’re after “the answer,” which in their world can only come from everything (or at least a lot of different resources). Large legal publishing is moving in the direction of becoming the Comcasts, U-Verses, and Direct TVs of the world. You will be offered packages of programming, which will include things you watch and things you don’t (how else to do you fund indie titles?).

You will choose a sole provider, and it may be by region or firm size, but it will happen because the differentiator will be what I call “The Triple A's”:

  • the applications
  • the algorithms, and 
  • the answer
That’s how legal publishing is going to compete for the next decade or so, because right now, there are no Hulus, Netflixes, or Google TVs that are capable of competing with them. There are no alternative channels, unless you actually start talking about how the small legal publishers (the Ganns, James Publishings, Jones McClures, and the like) do compete, and how firms should utilize them.

I look at the web now, and all the interests divvying up the properties and not letting anyone else in: Apple, Google, Amazon, Facebook, Twitter, to name a few. These aren’t companies who want to share, or if they do, it will be on their terms and the price will be steep. There is no reason to think the legal publishing market will be any different.  And why should it be? If Thomson Reuters believes it can build a better sandbox for you to play in, then it will take the risk because the upside is enormous. And it did. The post-Google generation seems to agree with the decision as well. Whether they are willing to pay for it post-graduation is, however,  a different question.

All of this sounds bad for the consumer, but I would actually argue that it isn’t, at least if it is implemented properly. Flattening analytical content and charging a single monthly or yearly rate will actually be better for the consumer in a few important ways. First, you’ll be exposed to more content and more possible answers to your questions than if you were buying by the slice. The system is designed to avoid your ignorance of sources. Sure, you may be really smart and know which one you want, but not everyone is you, and in O’Grady’s post-Google generation scenario, the lawyers don’t know or don’t care to. Second, publishers will recognize that “data” means up-to-date data, and editorial processes will evolve to make sure the content is accurate at the time you look at it. Print titles and most electronic titles don’t reflect this temporal correctness now, but they will, and it will be more than colored flags or stop signs by cases; it will be an accurate answer. Finally, publishers will recognize that a key feature of digital content is the ability to add material because there are no longer restrictions—what we used to call book bindings and PPI (pages per inch)—to limit growth of the content. And we can do this without an additional cost to the end user. Everything is geared toward more and better answers, which is really just a way of saying we want to make you feel smarter, sooner.

I wish I had a suggestion for how you might approach the future, but I don’t. The next three years are going to be ugly, particularly as large legal publishing tries to figure out how to satisfy you and the great unwashed (i.e., non-legal) masses. But that’s a subject for another post.


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2/17/12

Law Firms: Will You Be gTLD into Spending $185K on a 300-page Application?


Yessirree. A 300-page application and $185,000 will buy you your very own "dot-brand".

What am I talking about? The latest craze in domain names--new generic top-level domains (gTLD). So companies like Nike and Coca Cola can now own .nike, .coke, and all of their permutations.

So of course I think to myself, what crazy law firm is going buy .law or .lawfirm? Well, they aren't of course.

According to Lisa's Rule of Legal Technology, most law firms do not engage in any new technology until it has been implemented in Corporate America for at least 5 years.

I predict the first buyers will be someone like Thomson or Lexis. They will likely buy their own brands but may make a bid for these more generic terms.

Okay, so setting aside the immediate issue of purchasing one of the new gTLDs, let's look at some potential legal issues.

Who exactly decides who gets what gTLD? An organization called The Internet Corporation for Assigned Names and Numbers (ICANN)--an international non-profit organization created in 1998 to create policy on the Internet's unique identifiers. According to their articles of incorporation, filed in California, ICANN shall
operate for the benefit of the Internet community as a whole, carrying out its activities in conformity with relevant principles of international law and applicable international conventions and local law
Well. Hmm. Call me suspicious, but let's say an entity decides to buy ".twinkle" who decides who gets it? ICANN.

So what if 3 people want to buy ".twinkle": a twinkle maker, a composer of Twinkle, Twinkle Little Star and someone who has social networking site named "twinkle.com"?

According to ICANN, the trademark owner trumps a non-trademark owner; an open network will win over a private one; and a distributor of twinkle sites to geo-specific twinkle sites will win over a private twinkle site.

So in my scenario, I anticipate a good, hard fight. And don't get me started on potential antitrust and cyber-squatting issues!

HA! And this world will never be free of us lawyers. NEVER, I say!

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2/16/12

Bore me,no more! - Why A PK is the answer...

Image [cc] mastermaq
Yesterday, the Special Libraries Association, Competitive Intelligence Division hosted a free webinar on how to give a Pecha Kucha (PK) presentation. The webinar, sponsored by AuroraWDC, was entitled: Pecha Kucha: Learning the PK Presentation Method to Maximize PowerPoint Effectiveness and can be viewed here for those that missed it.

The presentations are all related in some way to competitive intelligence, but the real message is in the medium - I couldn't resist the need to invoke Marshall McLuhan and get some Canadian content in this post. The basis of the PK presentation, is 20 slides in 20 seconds, heavy on the images and light on the text. The idea is that you can say all you need to say about a given topic in roughly 6 minutes and 40 seconds. It is a quick, fun and entertaining way to present a topic.

The PK, or other similar formats like Ignite are a great way to avoid the traditional death by Powerpoint presentations.

As a panelist in yesterday's webinar (my first PK presentation ever, by the way), here a few tips in how to put a PK together:
  1. first and foremost, have fun with it; 
  2. choose a topic you know something about so it will be easy for you to chat about it; 
  3. keep a script, but don't be wedded to it; 
  4. find a series of images you would like to look at; and 
  5. tell a story, have a beginning, a middle and an end in the
  6. 40 Lawyers as we well know, are busy people.
They like to get their information in quick easily digestible pieces, sound bites and bullet points. The PK format does exactly that. It is an ideal format for delivering client current awareness, or even for associate/articling student training. I think it is a brilliant format and one I will certainly use going forward.

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