Monday, February 19, 2018

Don’t Get Left Behind: Implementing a Legal Department Metrics Program

As the Director of Legal Operations for the world’s most geographically diversified casino-entertainment company, I see first-hand that my legal department faces many of the same challenges encountered by corporate law departments around the globe. Over the past 24 years, I have seen the demand for services increase considerably.

To meet the demand, we have implemented several strategic initiatives in recent years that change the way the department operates. One key initiative has increased departmental effectiveness and efficiency through metrics, which helps drive a data-driven operational model.

A clear set of metrics providing transparency at all levels of the department enables more well-informed decisions AND the ability to demonstrate the value to our business. We view this as essential to our operational model going forward.

Implementing a Legal Department Metrics Program1

Selecting Meaningful Metrics

Metrics have been a top priority for our General Counsel since he came to Caesars. His vision included developing a set of metrics so that each division of the legal department could better understand and demonstrate how they were helping the department work “smarter, faster, and cheaper.” It was crucial to have the team leaders actively involved in establishing their metrics to help gain their buy-in as well as solidify the effort as a shared priority.

When selecting those metrics, we relied on months of data research and a series of meetings with each of the department’s division leads. Our organization’s management team also spent time brainstorming onsite with the LexisNexis® Strategic Consulting Group, who were invaluable in helping us choose metrics that would truly add value to our decision-making process.

After selecting metrics for each division, we set targets for each one based on research, best practice benchmarks, and our departmental budget goals. The resulting data was interesting and useful, but it was only the first step. To make sure we hit our “smarter, faster, and cheaper” objectives, we knew we had to do more than measure. That meant we needed to establish meaningful and collaborative targets.

Interpreting the Data

So far, the most significant impact of tracking metrics has been the legal team’s shift in mindset. After reporting on metrics for a full year, the value the metrics data provides became apparent, and the collected data contributed to organizational process improvements. As my peers in the industry can attest, it requires ongoing change management to get metrics—and the resulting accountability—engrained into everyone’s routines. Done correctly, the effort may initially seem daunting; however, not long after, teams will find it is time well spent.

More recently, we have found meaningful ways to present the results of specific metric initiatives visually. Dashboards provide enhanced visibility into operational and management information and better communicate important business results. For example, one recent key initiative has been to establish a preferred provider program. We identified a set of preferred law firms and set a goal to have an established percentage of legal work performed by those law firms. We created a dashboard to clearly show how well we are meeting that goal, and we can see our progress in engaging our preferred providers at a glance. The dashboard also tracks newly opened matters not assigned to preferred providers, enabling us to address process challenges to achieve the program goals efficiently. This dashboard has been extremely valuable for transparency of initiative results, and it saves us a tremendous amount of time in reporting.

As we focus on continual improvement, we envision our metrics will continue to evolve and that dashboards will eventually be used in many areas of the department. We look forward to identifying other key initiatives that dashboards could help us manage, keeping the legal department on track with our General Counsel’s vision and demonstrating value.

Looking to the Future

To legal department teams who are just starting to develop their metrics program: don’t let the task overwhelm you. Although the commitment, data gathering, and analytic effort was a big undertaking, we have proven that developing a program that works for our department is feasible. Having a standard set of metrics has helped us to better manage the department, thereby saving time, improving processes, and reducing costs.

Even if you don’t use the CounselLink® Enterprise Legal Management solution, you shouldn’t hesitate to engage their strategic consulting team for assistance. Working with a trusted partner who really listens and understands the struggles that corporate legal departments face makes all the difference. The CounselLink team has the experience and know-how to guide corporate legal departments, helping them strategically develop a working metrics program. Asking for help from experts can get you over the real hurdle of bringing departmental stakeholders on board.

The demands faced by our legal department are certainly not unique. The metrics discussion is taking place in legal departments throughout the corporate world, and more companies are transitioning from talk to action. Don’t get left behind. It’s time for your legal department to take part in the conversation.

Roger BisselRoger Bissel is the Director of Legal Operations for the corporate legal department of Caesars Entertainment in Las Vegas, Nevada. He has been with the Caesars legal department for 24 years. The Legal Operations division serves to inject a new “center of excellence” through the implementation and use of progressive systems and technologies, compelling strategies and goals, policies and procedures, training, communication, retaining talent, building powerful cultures, and measuring performance. Roger assists the General Counsel with the collaboration and oversight of all the areas of the law department that facilitate the business of law, and he is responsible for the oversight of the Legal Operations division. During his time at Caesars, he has been instrumental in creating policy and procedures for the company. His contributions have changed the way the legal department operates. Under his guidance, the department continues to streamline the contract process.

Roger Bissel has a Bachelor of Business Administration from the University of Mississippi as well as an Associate in Accounting from Gulf Coast Community College.

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Wednesday, February 14, 2018

Innovation in End-User Adoption: Kirkland & Ellis

The dream

We here at LexisNexis®, like most of our clients, are always looking for ideas and inspiration on how to increase end-user adoption of customer relationship management (CRM), but unfortunately, there’s no magic formula. Every firm’s culture, configuration, and business processes are different, but what is the same across all firms is the desire to streamline, centralize, and improve business development efforts.  Over time, we’ve found some patterns. Some of the common denominators to successful user adoption are:

  1. Getting buy-in at all levels of the organization
  2. Identifying, training to, and supporting the “why” for users through workflow- and process- based training
  3. Maintaining consistent and ongoing support regarding the intangibles of the CRM

You can lead a horse to water …

It’s that last point that I’d like to look at more closely. You can argue the benefits of your CRM until you’re blue in the face, but the goal should be that your users WANT to contribute to a CRM and WANT to reap the benefits.

We know that initial and supplemental training is integral to end-user adoption. Training helps users know WHAT to do and WHY it benefits them. But what training can’t do is reveal true future ROI, instill real-life cooperation among practice groups, support healthy competition among lawyers, provide a leg-up to lateral hires, and create a platform for firm communication and collaboration. This is not necessarily information that we impart—these are feelings and realizations that users must come to on their own.

… But you can’t make it drink

As a CRM team, look past your formal training. Look at the next six months, the next year, and the next three years. Ask yourselves: how will we keep our users engaged? How can we supplement the system in a way that will nudge our users toward those intangible benefits: collaboration, communication, cooperation, and maybe even a little competition? The answer is the creation of—and support for—strategic functionality, configuration, structure, and design that gives them things they didn’t even know they wanted. Every day you want your system to passively present your users with a reason to use the system. You want to create a structure that nurtures their needs and satisfies their wants in the most automated and engaging way possible.

Let’s work on making it WANT to drink

I’d like to introduce you to a firm that’s mastering end-user adoption: Kirkland & Ellis. And through some Q&A they’d like to give you a peek into how they’ve used innovative thinking, creative automation, and strategic communication to maintain a successful CRM program. They’ve created a culture of consistent buy-in for their CRM that is yielding positive business development results and collaboration within the firm.

Accessibility is critical
for attorney adoption.”

CRM Logo (600 x 429)-01

LN: Why is the success of CRM important for Kirkland & Ellis?

KE: Kirkland is a large, busy firm with more than 2,000 attorneys. It’s important to have tools in place to prevent connections and opportunities from slipping through the cracks. Kirkland360*CRM is an effective tool that attorneys firm-wide use to communicate with each another about who they know and what they are doing. It also helps track their communications with existing and prospective clients. The CRM is a part of everyday life at Kirkland that helps support collaboration—a core Kirkland value— among our attorneys.

LN: How has your innovation with CRM contributed to end user adoption?

KE: We always put our end users’ needs first. We gather extensive requirements for all CRM projects and then strategically lay out the technical specs to build the best solution. It’s important that everything our attorneys need is either delivered to them through automation, or is just one click away. Accessibility is critical for attorney adoption. We have worked with LexisNexis to creatively deliver CRM data to attorneys so they don’t have to dig for it.

Our CRM newsletters allow us to bring a sense of community to our secretary users.”

Innovation in End-User Adoption-Img1

LN: You created a secretary newsletter.  Why did you think a newsletter would be helpful in end-user adoption?

KE: Our secretary users are critical for the success of Kirkland’s CRM program. We wanted to ensure they understood their importance in this new and exciting program and that CRM wasn’t just another piece of software they were required to learn. They play a key part in client service and relationship management for the firm. Our CRM newsletters help us encourage a sense of community among secretary users. It’s also a great outlet to deliver important initiatives and progress reports around the program.

LN: What do you include in the CRM newsletter?

KE: Each CRM newsletter has a theme. We may include guides or videos that provide a walkthrough of the theme. We also have a section where we highlight a “CRM Star of the Month.” The CRM Star of the Month honors a secretary who has demonstrated significant skill with—and commitment to—the CRM.

We recently launched a webinar series and provided links to recordings for reference in our CRM newsletter. The webinars are also available on our internal CRM support intranet page.

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LN: How do you disseminate the newsletter?

KE: Monthly via our e-marketing platform. We also have ad hoc communications for new features, important developments, new reports, and end-of-year reviews.

LN: How are the click view rates on that newsletter?

KE: The rates are very high! Our CRM newsletter has a 90 percent average view rate.

LN: Why do you think your end users are reading it?

KE: We highlight specific users and include topics we know are relevant. We also highlight how the CRM is adding value to an individual secretary’s skillset. The role of the legal secretary is changing. It was important for us to highlight how the CRM is an important relationship system that secretaries can access, contribute to, and use. It’s important they know that they are a major reason why Kirkland*360 has been successful.

LN: What challenges did you have putting this newsletter together?

KE: Our biggest challenge is making sure each newsletter is better than the previous one. Each communication has to remain relevant and compelling to our end users. Keeping the communications exciting and educational has been a challenge.

 Giving concrete examples of the successes of the program is one of the things we have found most appealing to our end users.”

Innovation in End-User Adoption-Img3

LN: When do you communicate with your attorneys?

KE: The two regular communications to attorneys come at the beginning of the year with a look ahead at CRM, and at the end of the year, with a recap of important achievements involving CRM. We also send communications when new reports or features are launched.

LN: How do you communicate with your attorneys?

KE: Via targeted, branded CRM mailings delivered through our e-mail marketing platform. We want to make sure every communication is easily recognized and stands out as a CRM communication.

LN: How are the view rates on these communications?

KE: These rates are also high! We have an 80 percent view rate on partner communications.

LN: Why do you think attorneys are looking at these communications?

KE: The content is geared to show progress and highlight important benefits and advantages for attorneys who use CRM. We focus on communicating the successes of the system, which will in turn encourage its use. Our communications must show how the CRM helps facilitate business development for the firm. We also highlight our biggest users and demonstrate how they are using the system. Concrete examples of success with CRM are most appealing to our end users. We must effectively communicate how the CRM is working and why our users should continue engaging with the system.

LN: What challenges did you have with these communications?

KE: Gathering stories can be challenging. It can be difficult to pinpoint exactly when a connection is made from the CRM, or how CRM data improved a pitch, client meeting, or other interaction with a client or prospect. We proactively ask attorneys to share CRM successes, but it’s not always easy to gather. Attorneys are very busy people!

Activities are a way to make sure our partners are collaborating and avoiding uncoordinated approaches.”

LN: You created a report that’s distributed automatically to users every day. How did the idea for the Daily Activity Report come about?

KE: At the request of a senior M&A partner about five years ago, we developed a report on a SharePoint site that captured partners’ business development meetings. After we implemented our CRM, we transferred all of this information into the CRM as activities. We also wanted to make sure the attorneys who used the SharePoint site still had an easy way to view who their partners were meeting. This led to the development of the Daily Activity Report that goes firm-wide to partners every morning. The Daily Activity Report contains all the business development meeting activities that partners created the day before.

LN: What is its purpose?

KE: The purpose of the Daily Activity Report is to keep our attorneys, practices, and offices connected. Activities are a way to promote collaboration and help avoid uncoordinated approaches. The report also uncovers opportunities to share information about common connections.

LN: What challenges did you have getting the Daily Activity Report together?

KE: Our main challenge was design. We wanted to make sure the report was detailed but still very easy for our end users to read and understand.

LN: You also allow users to see what’s coming out in the next day’s Daily Activity Report. Tell me about the benefit of the Daily Activity Report preview.

KE: The report preview allows the CRM team to review activities to make sure they are entered correctly. It also helps us ensure that the contacts linked to activities are cleaned and reviewed. For our end users, the preview allows them to check their work and make sure the correct meetings were added to the CRM. Quality and accuracy increase as a result.

CRM is “an important part
of an attorney’s day.”

LN: How have the communications changed end-user behavior in the CRM?

KE: Our CRM communications have helped keep CRM top of mind. Our communications keep our end users in the loop on what is going on with the CRM.

LN: How has the Daily Activity Report changed end-user behavior in the CRM?

KE: The Daily Activity Report has made the CRM an important part of an attorney’s day. Adding activities has become a regular, expected action for our attorneys. They also like to see their name and business development initiatives on the report!

LN: What do you think it was about your innovation that motivated users to enter their activities?

KE: Visibility. Sending the Daily Activity Report has proven successful in making vital firm connections.

LN: Tell me about the new opportunities and new business you’ve seen because of the collaboration and communication through the Daily Activity Report.  

KE: The Daily Activity Report has further connected attorneys across the firm. We were surprised, however, to see how our new attorneys make use of the report. Lateral attorneys use the report as a way to make sure they are transparent about the relationships and business development activities they bring to the firm. It notifies other attorneys of who they are meeting with, which allows other attorneys to connect with them and share information about any existing relationships. Simply put, it’s a way for our new attorneys to stay coordinated in their many business development efforts.

LN: What are your future plans with innovation around your CRM?

KE: The three R’s of 2018: Reports, reminders, and referrals. We will keep developing easy-to-access reports, finding ways to tie reminders into activities for follow-up, and building a referral database that will allow us to track who we are referring business to and who is referring business to us.

Kirkland & Ellis has made CRM an integral and daily part of their users’ day. The innovation in their CRM newsletters emphasize the good work that secretaries do and draws attention to that effort and the importance of that work. The Annual Activity Report with their attorneys reveal how the CRM is positively driving firm business with testimonials, attorney contribution information, and activity statistics. And the automated Daily Activity Report keeps users on the same page regarding business development initiatives occurring every day. All of these communications and reports have made CRM “an integral piece of the collaborative culture at Kirkland.”

This is a team that understands that strategic functionality, configuration, structure, and design creates deliverables that make their users want to use CRM. They realize that investing the time and effort in passively providing this information to their users supports those intangibles that make their users want to use the CRM. These innovations are doing double duty: reinforcing the value users bring to the tool, and revealing the value that the tool brings to the users. At Kirkland & Ellis, CRM users are connected, collaborative, and engaged and that means good business.

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Wednesday, February 7, 2018

A Guided Makeover of Employees’ Habits Drastically Improves a Firm’s Bottom Line


Although law firms are collective enterprises built by a sum of individuals working together to achieve their firm’s goals, each employee is still an independent person deserving customized attention in the workplace. Just like the diverse firms they work for, each person is different and each role has unique challenges.

Firms benefit from the innovation and creativity their employees possess when those talents are allowed to shine. In turn, employees gain the confidence to contribute to their firm’s efficiency by remaining motivated to discover unique solutions for any and all challenges.

Although this idea of “individualism” has always been a driving force, connected to success, in our western culture, the real truth, as we all know, is that the majority of successful individuals have had some kind of help and some amount of luck along the way. The most successful firms understand this the best — top performers attribute success to other professionals who take on the role of mentor, providing reality checks and acting as sounding boards.

Consequently, coaching has grown significantly within the law industry. Firms have realized that their attorneys are likely to perform better if they are coached by an experienced professional. A recent study of Executive Coaching in a Fortune 500 firm by MetrixGlobal reported a 529% return on investment and significant intangible benefits to the business. And according to the Workplace Research Foundation, investing in employee satisfaction by even 10% can increase profits by $2,400 per employee per year.1

It makes sense with results like these why many law firms realize the need to place the appropriate value on the organization’s most important asset – the happy employee.

Not only does a happy employee increase client retention by 18%, organizations with engaged employees outperform those with low employee engagement by 202%.2

With the proof in the data reflecting the powerful influence an employee has on an organization’s profitability, for the better or worse, — stressed staff has approximately 60% more errors and defects – firms are recognizing the importance of transforming their habits and systems to keep their employees productive and content.3


However, to do that, firms need to identify what needs to be transformed. The problem is, that often firms rely on the inefficient use of benchmarking to discover their issues. They then try to apply the same solutions other firms may have found successful or only solve surface level issues with product features instead of determining the real root of the problem. As established earlier, just as every employee is an individual, so is every firm. Therefore, getting to the root of any problem will not be solved with a “one-size-fits-all solution.” Coaching, instead, gives firm staff the opportunity to discover their own solutions by asking customized, in-depth questions. This practice helps legal professionals to not waste time on matters they don’t find pertinent and ensures that they focus on the recommendations that will benefit themselves and the firm.

Busy with the practice of law, attorneys are hard pressed to find the time for the business of law. Their filled schedules do not offer an opportunity for them to assess the best strategies, and, even if given the time, most are not equipped with the right tools to solve the problem. Coaching encourages better communication and fosters attitudes that not only improve the firm’s overall bottom line, but also benefit the professional’s work and life.

Coaching allows for a careful assessment of the way legal professionals use their time together with the introduction of clear, efficient techniques. Applying practical tips, coaches work with each individual to manage challenges and transform systems for the better.

Learn how LexisNexis Thrive™ helps employees like you reduce stress to help firms increase profitability, efficiency, predictability, and reliability.

1 Melissa Dawn Photiades (July 2, 2014). 6 Eye-Opening Employee Engagement Statistics. Retrieved from Talentculture
2 For Loyal Customers, Look to Your Employees. (February 3, 2014). Retrieved from COLLOQUY
3 Seppala, Emma, and Kim Cameron (May 8, 2017). Proof That Positive Work Cultures Are More Productive. Retrieved from Gallup

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Tuesday, February 6, 2018

Get Your Data in Shape: Preparing for GDPR | Part Three of Three



It’s 2018 and now you’re facing the reality of those lofty New Year’s resolutions. I don’t know about you, but mine are the same every year: lose weight and exercise more. Instead of backpedaling on your resolutions, how about setting a resolution that you can achieve like getting your contact data into shape?

As any firm can attest, over time, your contact databases can become bloated with old contacts, incomplete contacts, duplicate contacts and so on. These obsolete contacts hang out in your database and serve no purpose. Getting your data into shape means identifying good contacts, disposing of contacts you don’t need and ultimately removing them from your database.

This is important with the General Data Protection Regulation (GDPR) taking effect May 25, 2018.

In GDPR, Article 5 lays out principles related to the quality of the data in your systems. Here are some principles you should get familiar with:

  • Adequacy. Is the personal data adequate for your purposes? Do you have data that is not needed or could be considered excessive? This principle is also called data minimalization. You should have the data you need, but not the data you don’t need.
  • Accurate. Is the personal data accurate? Is the data being kept up to date and maintained or has it degraded over time.
  • Retention. Is there data in your customer relationship management (CRM) system that is no longer needed? How long has it been since you used the data? Is there a legal reason to retain the data?

These all relate to how “in shape” your data is. Does your firm have the data it needs? Is the data accurate and is the data still needed? Knowing the answers to those questions is key to getting your data into shape. Answering those questions also helps ensure your firm is complying with the principles laid out in GDPR.

Deferring data and contact management is easy, but the longer you put it off, the bigger the job becomes. So, start by defining the characteristics of the contacts you want to keep and then develop a strategy or methodology to identify those contacts. Finally, determine what you want to do with contacts that don’t meet those characteristics.

There’s no one-size-fits-all approach since characteristics of contacts you want to keep will vary from firm to firm. But here are some characteristics to consider:

  • Contacts that are clients or work for one of your client companies
  • Contacts that are prospects or work for one of your prospect companies
  • Contacts in a contract with your firm

Essentially, these are the contacts your firm currently communicates with for a variety of business purposes.

Characteristics of contacts you might want to purge or delete may include:

  • Contacts that are incomplete or contacts with insufficient contact information. For example, they only have a last name
  • Contacts that have no company association
  • Contacts with no activities within a specific timeframe
  • Contacts that are not known by any of your users

Essentially, these are the contacts with insufficient information or contacts that are not actively communicating with your firm. Considering GDPR principles, these contacts should be reviewed and then considered for removal or archiving.

InterAction® software includes many tools to assist with getting your data in shape:

  • Association Cleanup – Converts unassociated person contacts into people associated with firms.
  • Identify contacts without Contact Types – Identifies the relationship between your organization and the contact, the purpose of the contact in the Firm List, or the status of the contact. Contacts without contact types should be considered for deletion.
  • Out of the Box Data Quality Searches – Provides multiple searches out of the box to help you identify contacts that are potential duplicates, companies without associated people, contacts with potential duplicate phones or addresses, and more.
  • Out-of-the-Box Folder Dependency Rules – OOB FDA rules help categorize contacts into their appropriate contact types. Running these rules once or more each day will help organize your contact data.
  • Create new searches – You can create new searches based on criteria you specify to identify contacts that might qualify for deletion.
    Here are examples of how you can use the results:
    1. Does the contact have a company name?
    2. Is there an email address or a phone number?
    3. What folders is the contact linked into?
    4. Search for activities to help identify contacts that should be deleted.
    5. Who at your firm knows the contact?
  • Ability to create new FDA rules. You can create new FDA rules to help organize your contacts. These can use some on the new searches created.

Getting your data into shape is always a good idea. With GDPR coming into force this year, we strongly recommend you evaluate your firm’s data as part of your compliance efforts.

GDPR have your head spinning?
We’re here to help. Our latest webinar series provides you the tools, resources and know-how you need to prepare for GDPR. Reach out to your Account Manager today for an exclusive invitation to our February 8th webinar: GDPR – Protecting Your Assets.

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Tuesday, January 23, 2018

Anna Paredes Killed In Tuesday Morning Crash

Anna Paredes, 54, was killed Tuesday morning in a three-car crash in Odessa, Texas. Paredes was in a gray Buik Verano on the 1400 block of Yukon Road. She was in the left turn lane waiting to turn into the parking lot for the Alternative Education Center when a black Nissan Xterra rear-ended her. That... Read More

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Thursday, January 11, 2018

The Time Is Now: Preparing for GDPR | Part Two of Three

Compliance with all of the regulations that apply to your firm’s marketing and business development activities is critical to the reputation and success of your firm. Staying on top of the rules and deadlines of these regulations, however, can be a daunting prospect.

Your firm may be affected by regulations that are created and enforced by both local and foreign entities. Whether certain regulations apply to your business depends on the nature of your client relationships and the scope of your firm’s operations. That’s why it’s a good idea to stay consistently informed of the implications of global regulations that could impact your firm’s compliance.


The General Data Protection Regulation (GDPR) regulation applies to the personal data of all individuals who reside in the European Union (EU) and it’s intended to return control of that personal data to each EU citizen. Depending on the nature of your business, GDPR could certainly apply to your firm—even if you have no physical presence in Europe.

The GDPR, officially titled Regulation (EU) 2016/679, is issued by the European Parliament, the Council of the European Union, and the European Commission, replacing the data protection Directive 95/46/EC from 1995. The GDPR itself is an 88-page PDF covering the new guidelines in exhaustive detail.


The GDPR regulation asserts that organizations that collect, process, and secure personal data of EU citizens must abide by specific privacy principles. This means that law and professional services firms are evaluating the implications of GDPR on their operations to determine how it affects them.  Here are a few highlights of the regulation:

  • GDPR gives EU citizens and residents control of their personal data
  • GDPR applies to companies, government agencies, and other organizations offering goods or services to people in the EU
  • GDPR applies to organizations that collect and analyze data of EU residents
  • GDPR applies to organizations that do not have a physical business presence in the EU if the organizations store or process personal information of EU residents


Noncompliance with this regulation can lead to serious consequences. The potential penalties include:

  • Written warnings in cases of initial and unintentional noncompliance
  • Periodic data protection audits
  • Fines of up to 2% of global revenues or 10 million euros, whichever is higher, for violation of specific provisions
  • Fines of up to 4% of global revenues or 20 million euros, whichever is higher, for violation of specific provisions.


If it’s determined that GDPR affects your firm, it’s important that you demonstrate compliance by May 25, 2018. The deadline is looming, so if your firm isn’t preparing, it’s certainly time to get started!

Fortunately, a wealth of information about GDPR compliance is available. One resource is this practical 10-step plan that outlines the steps necessary to evaluate your risk and ensure compliance. The plan reveals action you can take right now to help get your firm prepared for the GDPR, including project initiation, GDPR awareness, data risk assessment, policy and procedure adjustments, privacy notice development, understanding and complying with the rights of data subjects, ensuring compliant processing of personal data, and incident/crisis management.

For even more valuable information, be sure to contact your InterAction® Account Manager for an exclusive invitation to the webinar series covering the ways that InterAction tools can be used to execute GDPR compliance plans.


Ensuring GDPR compliance can do much more than prevent financial penalties and reputation risk for your firm. This is an opportunity to improve the quality and accuracy of your client and prospect data and provide greater transparency concerning the firm’s collection and processing of information. Taking just a few steps can improve client trust and loyalty to your firm.

It’s also a good idea to evaluate the relevant technologies and software applications used at your firm and understand how your vendors plan to support your GDPR compliance needs. Once you’ve established what your firm needs to do to become and remain compliant, you should share this information with your software vendors so that they can back your efforts.

GDPR will be a serious challenge for some law firms, even those based in the United States and Canada. The clock is ticking toward the May 25, 2018, deadline, so prompt action is critical.

Be sure to contact your InterAction Account Manager for an exclusive invitation to our webinar series covering how InterAction tools can be used to execute GDPR compliance plans.


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Tuesday, January 2, 2018

The Future of Corporate Education: Artificial Intelligence

Ask someone what comes to mind when they hear “Artificial Intelligence in Education” and they will likely reference the futuristic robots portrayed in movies and TV shows like “The Jetsons”.

In truth, artificial intelligence (AI) in education extends so much further than the teacher. AI is becoming a staple of instructional design because of its ability to integrate technology and enhance learning. AI  technology tools, ranging from whiteboard tools to assessment tools, encourage learners to digest content more meaningfully while enhancing comprehension by targeting their learning style.

The Future of Corporate Education- Artificial Intelligence img1

Artificial Intelligence in Corporate Training

AI isn’t just limited to traditional academic settings. More and more corporate training departments use AI in their instructional designs. Before we all jump on the AI education bandwagon by flooding our employees with e-Learning, Prezi presentations, and robots, let’s pinpoint how AI and education should intersect.

The age-old question in education persists: how do we know if our training is effective? Specifically, does our training result in employees adapting behavior that makes them more productive? Thanks to AI technology, we can keep modern learners better engaged with real-world applications for new skills, increasing the likelihood that information will be understood and retained.

The Shift to Employee-Centered Design

Resist the urge to add AI to your education programs unless you have indicators that it can increase employee productivity. The AI tools that integrate into the learning content should support the design, not drive the design. Today’s learners are looking for content that has an employee-centered design. Students want learning to be just as easy and intuitive as any app on their smartphones. Great AI tools provide a slicker experience. Again, how do we demonstrate effectiveness?

The Future of Corporate Education- Artificial Intelligence img2

Using AI to Measure Results

As I wrote in June 2017, you can increase end-user adoption by focusing on change management efforts throughout a project. Armed with data and insight, corporate trainers and designers can determine whether employees are becoming more productive.

Recently, we partnered with an AmLaw 10 client to develop their end-user adoption and change management strategy during their CRM deployment. The client was sharply focused on using AI to deliver meaningful data to the firm’s end users. Tapping into natural curiosity and a competitive spirit, the business development team created insightful one-click-away reports and newsletters. End users now devour this monthly information to see if they’re listed as “top individual contributors” and “top practice groups.” The firm used AI to support their end-user training goals and have seen firm-wide adoption of the system.

Education Is Still about Effectiveness

AI is the latest buzzword and it’s a huge realm of data science, including machine learning. But data without context is not meaningful. The data leads to information, which leads to knowledge. Effective corporate education takes knowledge to the next step by demonstrating insight about our learners and their behavior. Leveraging technology tools can provide learners with a personalized feel, getting us halfway to the fundamental goal of changing behavior. Using AI-driven insights to show effectiveness is the critical sweet spot in next-generation, effective corporate education.

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