Email Wellness 2009 Survey - Executive Summary July 2009 by Baker Robbins

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1 © 2009 Baker Robbins & Company Poli cy software user behavior mailbox quotas FILERS pilers email management enforcement litigation hold “this is my email, not yours” Inbox Zero Outlook stability organization Sheer overload

description

Email is a paradox. Do you wish you received less email? Sure you do. Do you want to live without the convenience of electronic mail? Of course you don’t. The paradox is email simultaneously empowers and overwhelms its users. For many organizations, the largest costs after rent and compensation are the organizational cost of email access, management and retention. The Baker Robbins & Company email wellness 2009 survey seeks to understand the paradox in context of law firms.

Transcript of Email Wellness 2009 Survey - Executive Summary July 2009 by Baker Robbins

Page 1: Email Wellness 2009 Survey - Executive Summary July 2009 by Baker Robbins

1© 2009 Baker Robbins & Company

Policy

software

user behavior

mailbox quotasFILERS

pilers

email managementenforcementlitigation hold

“this is my email, not yours”

Inbox Zero

Outlook stabilit

yorganization

Sheer overload

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• Hypothesis

– Can policy and software influence user behavior regarding email management?– Can email filing productivity be measured?

• Survey details

– Between March and May 2009, 230 organizations were asked to participate in this survey.

– 65 organizations completed the on-line survey, or 30% response rate. – 54 returned the optional quantitative scripts to measure email and document growth

rates.

http://bit.ly/emailwellness

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Email Wellness Results 2009Fast Facts and Conclusions

• 86% say email is important to long-term success of their organization

• Only 9% are confident they can produce the entire client electronic file

• 86% complain they do not follow email management guidelines because the volume is too high; 81% have no free time to file

• Email filing productivity is less than 40% of target filing rate. Productivity is measured as the rate of emails tagged with a client-matter number verses documents. Three emails are tagged for every document created. Target rate is 7:1.

• Individuals spend more than 2 hours per day processing their emails; 1-in-5 spend more than 3 hours per day

• Finding, storing, and recovering email is now more important than spam

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Software

The survey requested information on software used for email, email archiving and records management.

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Measure Effectiveness

80% of the survey respondents provided quantitative data from their iManage libraries regarding the mixture of email and documents associated with a matter. We call this Filing Effectiveness and cast it as a ratio of email-to-documents. Higher is better.

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LibraryModel Firms % Avg

. L

ib C

ou

nt

Avg

. A

rch

ive L

ibs

Avg

. L

it H

old

Lib

s

Years

of

fili

ng

Centralized 38 58% 3 0.7 0.3 2.0Distributed 18 28% 11 1.4 0.1 1.6Regionalized 9 14% 5 1.0 0.3 2.5

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Date Library Model Firms Filing RateAll Centralized 21 1.9All Distributed 6 2.2All Regionalized 5 2.8

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Policy

The survey explored what official firm policy existed concerning client communications and work product in paper and electronic form. We also explored who is responsible for policy communication and enforcement

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Email filing rates improve with an e-policy that is CONTINUOUSLY communicated

Em

ail:

Do

c R

atio

Months MCC

No Policy& no archiving solution

60 daysEnforced, Delete from inbox and Sent items, not subfolders; no email archiving

3 yearsOnce per year, delete if > 3 yrs old

No Policy& no archiving solution

90 daysEmail reminder only, not enforced uses email archiving tool

0 6 12 18 24 30 36 42 48

7

6

5

4

3

2

1

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Products + PolicyThe findings in the survey support the notion that a fabric of policy, product, leadership and coaching are the elements of email wellness in a law firm.

Policy – what to keep, where to keep it

Product – technology to aid users, enforce policy

Leadership – advocacy and commitment; employees observe leaders in how they follow the policy

Coaching – changing behavior is not accomplished via “memo”

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Email Policy Governancewho leads and enforces?

What is the role of these groups in email policy (IT, Records, General Counsel, Risk Mgmt, Records or Tech Committee)? Possible roles are: Not involved, Educate, Enforce, Perform archive-disposal.

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Learn more

2009 Survey results are available http://bit.ly/emailwellness or engage in eRecords lessons at the community site Electronic File 2.0 (http://insight.brco.com/e2.0).