Definition of “Matter Profiling”

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Matter ProfilingILTA Webinar

November 21, 2013

Tom Baldwin, Chief Knowledge Officer, Reed SmithPhil Bryce, Knowledge Resources Counsel, White & Case

Tanya Vasilev, Senior Legal Manager, Cisco Systems

Moderated by Chris Boyd, Senior Director of Professional Services, Wilson Sonsini Goodrich & Rosati

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Definition of “Matter Profiling”

• Recording information about each case, deal or other matter handled by the department or firm

• Tying this information to other knowledge assets, e.g. matter financials, work product, time entries, etc.

• Making all of this searchable to enable defined use cases (scenarios)

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Reasons to Profile MattersBusiness Reason Law Department Law Firm

Service delivery-Precedents-Experts-Contract management

-Precedents-Experts

Marketing / sales-In scope / out of scope- Internal marketing / business case

-League table rankings-Awards submissions-Comparable matters-RFP responses

Budgeting / pricing -Matter budgeting -Matter budgeting-Price estimates / quotes

Staffing / talent management

-Work allocation-Hiring (capacity and expertise)-Performance evaluation

-Work allocation-Hiring (capacity and expertise)-Performance evaluation

Risk management / governance -Policy compliance -Conflict checking

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Matter Profiling Decisions

• Which matters• When to do it• Which metadata• Who does it• How to do it

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Case Study #1: White & Case

• One of the world’s largest law firms– 1,900+ lawyers in 38 offices in 26 countries

practicing in 17+ languages– About 65% of lawyers are outside of the U.S.

• Emphasis on global footprint as competitive advantage– Seamless global integration, and “One Firm”

approach, is a high priority

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• Strong commitment to Knowledge Management• Chief Knowledge Officer (Oz Benamram)• Knowledge Department includes

– Professional Support (over 30 Professional Support Lawyers globally)

– Library and Research– Information Governance and Records Management– Conflicts and New Business– Knowledge Systems (Intranet, Search)

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CONFLICT CHECK

PITCH

MATTER RESOLUTIO

N

WORKING PHASE

MATTER OPEN

MATTER ADMINISTRATIVE

CLOSE

PITCHING

PRICING, PROFITABILITY, REPORTING

EXPERTISE, STAFFING

LOCATING MATERIALS

MANAGING RELATIONSHIPS

Matter Phases

Supported Processes

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AdminClosing

Suggested Enhancements

A process to collect substantive legal lessons learned is implemented for each matter and integrated into the Matter Profile

Matter Workspaces on Connect aggregate information from various data sources into one place to give Attorneys an easy way to locate all of the needed client and matter information when it is relevant to them.

Matter Profiling establishes processes by which lawyers familiar with matters would describe and profile substantially all matters, and update those descriptions and profile values at key points during the matter lifecycle.

Managing Clerk will docket relevant litigation materials and augment information within Connect matter pages as cases progress.

Integrate Marketing pitch information into the Matter lifecycle so that the information gathered during this phase is fed into other systems and exposed for future use.

New Business Intake system modernization including integration with InterAction for client/party information:

Client Numbering Schema: Eliminate silos of information about our clients by developing consistent global procedures that result in a single client number for all representations for any particular client going forward.

Create a single comprehensive global approach for managing final document collections to improve client service, records retention, reduce risk and create a searchable repository of prior work product for knowledge and other purposes.

MatterResolution

Pitch

ConflictCheck

MatterOpening

WorkPhase

CRM

CRM

CRM

CRMFINFIN

PPM

MPSMPS

MPS

CON

CON

CON

DOC

MatterPage




Suggested Enhancements Suggested Enhancements

REC

DMSDMS

DMS

*Optional

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• New Business Intake Process– Selection of Matter Practice and “Type of Service”– Questions limited to those needed to initiate matter

• LegalKey > Elite > Matter Profiling System (Experience Manager) > Enterprise Search

• “Day 2” (in process)– Currently, Marketing team and, increasingly, PSLs, update

matter information for selected matters– Marketing has a Matter Profiling Team that proactively

updates matter information– In future, we hope to automate “trigger” points and include

workflow to get lawyer input

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• Closing– On-Line Transaction Closing Questionnaires are

available for each Practice– We have a new centralized Electronic Closing Binder

process, and when a closing binder is received we notify the PSLs, Marketing and specifically the Matter Profiling team so that matter information can be reviewed and updated

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Case Study #2: Reed Smith

• Background on the firm• Business reasons for matter profiling

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Why upgrade?

• Create an experience that is more inviting – an experience that encourages the profiling of matters

• Introduce key functionality that will “bring back” lawyers who found it too restrictive

• Offer a step-by-step process (wizard), but also allow users to enter information in a non-linear manner

• Gamify process – Enhance leaderboard functionality and include more progress touchpoints

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Old MPT

No ability to browse for a

specific matter

Only one Area of Law

per matter

The Matter Profiling Tool

launched January 19, 2012. Since then, 2,577

matters have been profiled

by Reed Smith

attorneys.

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Old MPT

Matters Profiled in

2012:1479

Matters Profiled in

2013 (YTD): 1098

2013 Projection

with release of MPT 2.0:

2233

Lengthy Entry Form; no sense of

progress

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TREND - Number of

Matters Profiled:

4Q2012: 325

1Q2013: 442

2Q2013: 487

Projections:

3Q2013: 718

4Q2013: 586

MATTER PROFILING TOOL 2.0

You Are Here! (Step user thru

process)

Most important

question is first

Ability to define multiple AOL

codes for single matter

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Are we there yet?

Prominent display of most

encouraged functions


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The Differentiator

“ There is no question the

ability to search the information archived in MPT

has helped us win significant new client work and

improve our rankings in key

industry directories

including Legal 500, Chambers

and The American Lawyer. "

~ Dave Egan, Chief Marketing Officer


What does “My

World” look like? Leaderboard

by Practice or Firm

Visual indication of completeness

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Promotional Efforts

Promote top profiles and top PGs on our intranet

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Promotional Efforts

• Emails come from senior person• Direct link to matters ready to be profiled• Inclusion of ranking…

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Results

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Cisco Legal Global Center of Excellence (gCOE)A team within Cisco Legal specializing in providing Legal Services to other Cisco functions and to the Legal colleagues with high efficiency and effectiveness

Launched Nov.1, 2010 as pilotStructured globally for the “follow the sun” model60%+ productivity increase YoY, 3 years in a rowNearly 5000 legal matters handled a quarter (as of October 2013)

FY2013 Q1 FY2013 Q2 FY2013 Q3 FY2013 Q4 FY2014 Q10

50

100

150

200

250

300

350

4.00

4.20

4.40

4.60

4.80

5.00

126 142180

221

308

4.92 4.93 4.93 4.96 4.96

Case Study #3: Cisco Systems

# Negotiators# Matters Per NegotiatorCustomer Sat

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Lega

l Matt

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Lega

l Matt

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Case Study #3: Cisco SystemsSelling: in Scope /out of Scope

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Ad Hoc

Lega

l Matt

er


Selling: in Scope /out of Scope

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Portal for Legal

Portals for Non-Legal

Lega

l Matt

er



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Portal for Legal


Lega

l Matt

erCase Study #3: Cisco Systems


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Portal for Legal


Lega

l Matt

er


Staffing: Work Allocation

Specialized Expertise Required?

Specialization based on:(i) request type

(ii) Area of Expertise and/or Layer of Expertise (see next slide)

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Portal for Legal



Lega

l Matt

er

Scheduled/ gCOE owned

Auto-routed

Auto-routed

SME

Manually routed

Yes

No



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Portal for Legal



Lega

l Matt

er


Auto-routed

Auto-routed

SME

Manually routed

Yes

No

Case Study #3: Cisco SystemsService Delivery: Efficiency and Effectiveness

Based on:(i) Process(ii) Knowledge

Management tools (see next slide)

(iii) IT tools

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Service Delivery: Efficiency and Effectiveness

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Service Delivery: Efficiency and Effectiveness

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Portal for Legal



Lega

l Matt

er


Auto-routed

Auto-routed

SME

Manually routed

Yes

No

Case Study #3: Cisco SystemsManagement: Work Progress

Based on (including but not limited to):(i) Dashboards and

Reports

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INC000028422656

Customer Name/Legal Support for WebEx Layer 47 – Completed input into Knowledge Management tool (mandatory)

INC000028435692

Customer Name/Legal Support for WebEx Layer 37 - Completed input into Knowledge Management tool (optional)

INC000028464857

Customer Name//renewal/Legal Support for WebEx Layer 2

3 - Handle communication with minor and immaterial modifications to the agreement

INC000028491946

Customer Name//Legal Support for WebEx Layer 4 5 - Sent for Cisco approval and signature

INC000028511946

Customer Name//Terms and Conditions/Legal Support for WebEx case has been created Layer 4

4 - Negotiate agreement – involving addressing requests for material changes

INC000028535382

Customer Name/Legal Support for WebEx case has been created Layer 2

3 - Handle communication with minor and immaterial modifications to the agreement

INC000028554229

Customer Name//Legal Support for WebEx Layer 11 - Determine strategy and agreement for the request

INC000028555199

Customer Name//Settlement Agreement and General Release/Legal Support for WebEx Layer 3 2 - Draft and send out agreement

INC000028568593

Customer Name//Terms and Conditions/Legal Support for WebEx Layer 3 2 - Draft and send out agreement

INC000028617135

Customer Name//Legal Support for WebEx Layer 21 - Determine strategy and agreement for the request


Management: Work Progress

http://wwwin.cisco.com/cgi-bin/it/sc/core/remedy/cquery.pl?case=INC000028422656




















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Management: Work Progress

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Portal for Legal



Lega

l Matt

er


Auto-routed

Auto-routed

SME

Manually routed

Yes

No


Management: Individual Performance Evaluation

Based on (including but not limited to):

Productivity =# of transactions * complexity

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Type of Request Q3 FY12 Q4 FY12 Q1 FY13 Q2 FY13 Q3 FY13 Q4 FY13 Q1 FY14Channel Other 6 6 6 6 6 6 1.85

Channel Renewal 5 5 5 5 5 5 5Drafting 3 3 3 3 3 3 3

ECLM and VAP 3 2.8 2.8 2.6 2.6 2.5 2.5EOL 5 5

IronPort 4 4 4

IronPort Transaction

Support 4 4 4Misc 1 1 1 1 1 1 1NDA 2 2 2 2 2 2 2

Public Sector 1 1Search 3 3 3 3 3 3 1.85WebEx 4 4 4 4 4 4 4

WebEx Name Change 4 4 4 4 4 4 4

Matter Complexity Matrix

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100

200

300

400

500

600

700

800

900

Sigma (L)AverageMinimumMax


100

200

300

400

500

600

700

800

900




100

200

300

400

500

600

700

800

900

40

Portal for Legal



Lega

l Matt

er


Auto-routed

Auto-routed

SME

Manually routed

Yes

No


Marketing and Funding: Business Case and Investment

Based on (including but not limited to):

• Cost per transaction

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50

100

150

200

250

300

350

Channel Other

Channel Renewal, EOL

Drafting

ECLM and VAP

NDA, IOT

Public Sector, Misc

IronPort, WebEx

Search

WebEx Name Change

Cost Reduction over five quarters: 54%

Marketing and Funding: Business Case and Investment


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Thank you

• Tom Baldwin – [email protected]• Chris Boyd – [email protected]• Phil Bryce – [email protected]• Tanya Vasilev – [email protected]

Definition of “Matter Profiling”

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