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Interesting story about Bryan Cave partnering with law school to offer tech-focused internship (and improve and update a client's contract management process). Similar partnering efforts are being driven by [...]
A thoughtful discussion of the challenges of making business decisions given the increasing wealth of data, analytics, knowledge sharing, and rapid communications. The article suggests breaking down decisions into four types: (1) Big-bet decisions, (2) cross-cutting decisions, (3) delegated decisions, and (4) ad hoc decisions. The article also suggests how to vary decision making processes according to the circumstances.
Some good observations for legal operations professionals to consider as they wear their technology hat, including: “business users increasingly expect a better experience for enterprise software. The modern product manager needs to know the customer intimately. This means being obsessed with usage metrics and building customer empathy through online channels, one-on-one interviews, and shadowing exercises to observe, listen, and learn how people actually use and experience products.” More insights to extract
The process of modernizing a business to use new tools and technology is one thing, but completely adapting to the digital world means more careful customer and employee relationship. This article discussed why digital transformation is important and suggests some approaches.
Deloitte survey on shared Service Centers. Top highlights include: (1) Robotic process automation is a rapidly emerging technology that will fundamentally change how SSCs operate, slashing the effort for routine tasks and enabling advanced cognitive applications that augment or replace human judgment in knowledge-based processes and (2) knowledge-based processes has doubled or in some cases, tripled since 2013.
Only when a business has defined what that experience should be can it figure out how to build the processes and technologies needed to support it. By digitizing these processes, the business can reduce costs, improve customer experience, capture value, and move to a next-generation operating model. But what does this process of reinvention look like, and how do companies make it work? This article offers an inside view of key stages in a successful transformation. The examples are drawn mainly from financial services, but the lessons apply to any company seeking to reinvent its customer experience. The article offers insights into some helpful approaches that will translate neatly for legal operations professionals.