COLLABORATION in 2002, [Part I] Crouching

Power Hidden Vision

By Peter J. Ozolin

Title: CKO, Paul Hastings

503.789.0697

“In a global Society, in which timely information is the most important

commodity, collaboration is not simply desirable, it is inevitable”

Source: The Secrets of Creative Collaboration, by Warren Bennis.

Agenda

Collaboration -- Past to Present.

What are the most immediate, pressing problems that collaboration tools will solve?

What are the challenges to adoption?

Where is collaboration going (one persons opinion)

Collaboration options, where are they today?

Phone, FaxPhone, FaxFedExFedEx

Email, Portals, Email, Portals, Extranets, IMExtranets, IM

What have we learned?

Collaborative systems, must solve real problems. Which problems are most pressing?

1. Email management

2. Knowledge management – portals/extranets

3. Process inefficiencies – portals/extranets

REAL PROBLEM # 1: E-Mail is a collaborative tool….

Email Today Collaboration Tools

One-to-one Many-to-many

Static Real-time

Multi-thread Single Email

Inflexible Easily customized

File attachments Links to files – as they relate to the email

Archive --- Integrated archive capability

Why email must embrace collaboration: technology in action…

Task Today CollaborationScheduling/ Correspondence

Multiple emails/Voicemails, where is it?

Single email

Conform to majority

Conflict Checking

Manual distribution/

Process invisible

Hierarchical single email

Accountable, ordered flow

Easy status check

Document exchange and production

Multiple emails/voicemails/

hallways

Single email

Accountability

Sharing

Centralization

REAL PROBLEM # 2: Knowledge Management

KM is 2/3 change management AND 1/3 information management

Peter Senge, “Dance with Change”

KM address issues concerning:1. Training2. Use of work product3. Resource Management4. Most accurate DATA

Why we need knowledge management now..

• Marketplaces are increasingly competitive and the rate of innovation is rising.

• Most of our (attorneys) work is information based.

• Competitive pressures reduce the size of work force that holds valuable business knowledge.

• Organizations compete on the basis of knowledge.

• The need for life-long learning is inescapable.

NOT a Paradigm shift, but acceptance that nature of business itself has changed in three very important ways:.

1. For the past 25 years, most IT shops have focused on back office systems. They have been managing tangible assets such as bricks and mortar, inventory, etc. Where we are headed is managing intangible assets, concepts and ideas using intranet based systems that are competency based.

2. The knowledge worker is completely immersed in a computing environment. This new reality dramatically alters the methods by which we must manage, learn, represent knowledge, interact, solve problems and act.

3. Information overload. Technology help with delivery, but not solve the problem.

REAL PROBLEM # 3: Process Management – Portals/Extranets

Improve use of resources

Leverage firm “know how” to become more efficient

Track performance

Standardize what can be standardized

Example of Process Management…..

Challenges Facing Law Firm adoption of collaborative tools

CIOS, CKOs, IT managers need to become “change

managers.”

Enhance client services through effective use of resources

while keeping down costs

CREDIBILITY --- Attorneys need to find you and your staff

credible. If they do not, no progress. Hire people that can

build report with attorneys AND clients

Business strategies related to Knowledge Management & Collaboration

Change Management

Best Practices

Risk Management

Benchmarking

Summary…

Managing knowledge and collaborating represents a primary opportunity for achieving savings, significant improvements in human performance, and competitive advantage.