Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Chapter 1: Knowledge management strategies and frameworks for the post-COVID world
By Nick Milton, director and co-founder, Knoco Ltd
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
The four main scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
KM strategies for a new world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
How KM operated during lockdown and remote working . . . . . . . 5
A KM framework for a hybrid organization . . . . . . . . . . . . . . . . . . . . . . . . 8
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter 2: Adapting legal knowledge management to the hybrid workplace
By Chris Boyd, chief operating officer, and Amy Halverson, director of knowledge management, research and information services, Wilson Sonsini Goodrich & Rosati
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
The new legal workplace will be a hybrid one . . . . . . . . . . . . . . . . . . . . . 11
KM resources and practices will be key to making the hybrid workplace succeed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Preparing KM for a hybrid future by cultivating connections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Leveraging fully remote learnings to optimize KM for a hybrid world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Chapter 3: Social KM in a time of COVID…and beyond
By Ian Rodwell, head of client knowledge and learning, Linklaters LLP
The role of social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
The impact of COVID-19 on social KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
“Rewilding” social KM in a COVID-emergent world............... 23
Concluding thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Chapter 4: Knowledge management 2.0 – after the perfect storm, sailing with AI to new discoveries
By Joe Cohen, UKIME head of innovation, and Andrea Miskolczi, Europe director of innovation, Dentons
A perfect storm? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Keeping the good . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Embracing the new . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Beyond the old . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Chapter 5: Data-driven knowledge-based management
By Jonna Vainikainen, business process manager, Castrén & Snellman Attorneys Ltd
The evolving role of knowledge management.................... 33
Data quality – good enough and fit for purpose . . . . . . . . . . . . . . . . . 34
Ensuring good-quality data – metrics and evaluation . . . . . . . . . . . 36
The rising era of data-driven technologies and automatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Legal industry trends call for good-quality data . . . . . . . . . . . . . . . . . . 40
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Chapter 6: Legal technology and knowledge management
By Elisabeth Cappuyns, director of knowledge management, DLA Piper LLP (US)
Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Developing trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Overview of legal technology tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Additional considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Chapter 7: Artificial intelligence and automation
By James Loft, COO, Rainbird Technologies
Artificial intelligence and automation in knowledge-driven industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Unlocking automated decisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
The combination of human potential and artificial intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Technology ecosystems that support business growth . . . . . . . . . . 57
Chapter 8: Search
By Jon Beaumont, senior manager of knowledge management, Shearman & Sterling LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Previously . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Location and content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Basic approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Knowledge, data, and systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Users and solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
The future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Chapter 9: Digital transformation, knowledge management, and cybersecurity in the post-COVID era
By Tiffany M. O'Neil, director of KM and technology innovation, and James G. Perkins, chief operating officer and chief compliance officer, Procopio, Cory, Hargreaves & Savitch LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Digital mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Knowledge management and technology innovation . . . . . . . . . . . 78
Cybersecurity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Protecting against attacks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Chapter 10: KM and innovation in law firms and legal departments: twins separated at birth?
By Gordon Vala-Webb, thought leader, speaker/author, and innovation professional
Who is doing what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Long live KM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Inter-connections between KM and innovation . . . . . . . . . . . . . . . . . . 88
Similarities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Gaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
New order of things . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Chapter 11: Hybrid competitive intelligence – gathering intel remotely
By Mark Gediman, senior research analyst, Alston & Bird, LLP, and Kevin Miles, manager, research services, Norton Rose Fulbright
Transitioning to a hybrid environment – cultural shifts . . . . . . . . . . 93
Strengths and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Managing expectations in a hybrid environment . . . . . . . . . . . . . . . . 95
Use of virtual tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Ethics and CI are not mutually exclusive . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Summing up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Chapter 12: Retaining KM talent
By Tara Pichardo-Angadi, head of knowledge (EMEA), Norton Rose Fulbright LLP
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Hiring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Developing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Chapter 13: Inclusion and diversity in knowledge: raising awareness and embedding best practice post-COVID
By Orla Bingham, service owner, content development, and Katherine Lang, senior knowledge lawyer and London knowledge lead, Baker McKenzie
Inclusive training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Inclusive language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Inclusion of all colleagues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Allyship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Bringing your whole self to work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Returning to the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
What next? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Chapter 14: Building and managing a truly global research team post-COVID
By Kathy Skinner, director of research, White & Case LLP
Changes to research teams post-COVID and their impact on global team-building and alignment . . . . . . . . . . . . . . . . . . 123
What are the biggest long-term challenges and what organizational support do you need to address them? . . . . . . . . . . 124
What new opportunities can your team realize in this changed environment? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Chapter 15: Law firm knowledge management and the metaverse
By Anthony J. Rhem, CEO and principal consultant, AJ Rhem & Associates Inc.
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Metaverse drivers for law firm knowledge management . . . . . . . . 132
Legal research in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Law firm collaboration in the metaverse . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Legal and ethical issues of law firm KM in the metaverse . . . . . . . 136
The metaverse and knowledge continuity in law firms . . . . . . . . . . 136
Conclusion and key points to consider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
