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We constantly hear from clients that they want us to know their business and anticipate their needs, to help them to see around corners. We hear about the ongoing cost pressures clients face, which force in-house counsel to do more with less, and the pressures on outside counsel to provide greater efficiencies and cost predictability. We also hear that clients hate to be cross-sold. However, this does not mean that clients are not interested to be introduced to new colleagues who can provide insight. Rather, cross selling must be thoughtful and tailored to clients' needs — a concept many of you will recognize from Heidi Gardner's work and the success to be gained from Smart Collaboration strategies.
Law firms are listening and implementing strategies to better understand clients and their varied needs. In addition to adopting new technologies to increase efficiency and provide transparency, law firms are increasing their investment in business development and competitive intelligence. In a recent study, Acritas and The Tilt Institute found that law firms with highly effective competitive intelligence (CI) functions perform better than their peers over time. The study also showed that, while more than 80% of law firms had resources dedicated to CI, only 52% had a dedicated, formal function. To me, that says demand is outweighing supply.
What does it mean to build a CI culture at your firm? As I frequently say, intelligence comes when external market data is analyzed and combined with internal law firm knowledge. Without negating the skills CI professionals bring to their roles, there are tools and resources available to lawyers that they can use to create their own intelligence.
External Tools: Today, many lawyers are well acquainted with resources such as Westlaw and LexisNexis and want to be in control of their own research methods. Vendors such as these provide regular training to lawyers on how to use their services. Going through the process of doing their own research can be beneficial to lawyers in a number of ways:
Internal Tools: Firms are at different stages of sophistication in connection with developing and using internal tools, though all firms have some sort of internal information available to lawyers. Firms are also implementing collaboration tools to facilitate knowledge sharing within and across practice groups and offices. Encouraging lawyers to seek out those internal tools and the information therein, and combining that with the data found on external tools, is where the cultural change happens.
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