Why Pearson Hardman is the worst law firm ever? (2) | Study Day One

Why Pearson Hardman is the worst law firm ever? (2) | Study Day One

The fictitious Pearson Hardman law firm is amazing at many levels. One among all is that this firm is by many aspects sticking to the reality. Processes, relations and organizations of law firms in real life are alike what is depicted in the TV show, even though it may seems crazy.

Previous article was on Human capital, this one deals with…

 

Knowledge Management

When you work at Pearson Hardaman, you can have tough times, you work hard and it is the price for winning cases.

Mike is no exception: he has to spend hours at the library. And, as it is one of his marvelous talent, he is reading. A lot. If you are a lawyer, you might also be reading, a lot… but.

But (1), at Pearson Hardman searches are made in physical archives: it is like if a computer was only here to type some reports and to embellish partners’ offices. Computers are no more than a bigger typewriter. Mmmh… what about Database searches? And the uses of a tiny network like the Internet?

Unlike previous points underlined here, this one really is a difference between the TV show and the reality. In real life, this is not what really happens. Most of the times, law firms spend large amount of money in electronic resources. Most of the times, it is the only investment that is made. And this is a problem.

Law firms that invest within technical solutions that help clients understand the law are building for the future. Multiplication of innovations, possible use of large amounts of data, and new ways to consume legal services are some fields on which law firms could invest. Why letting start-ups inventing legal services of the future? Why Law firms couldn’t spend money to fund-raise such start-ups, and by this, be on the front line of legal services innovation?

But (2) at Pearson Hardman, it seems that except from reading books no one is sharing his/her tremendous knowledge findings. A case won is only added to the long list of successes and lawyers never get together on what has been missed or achieved.

In real life, most of the times, because of the lack of collaborative views, technical findings are buried in the head of only two people: the associate who participated to discover a legal solution and the partner who decided to use it. This creates real waste of resources as in a same law firm, if lawyers don’t share with each other, a similar case could be started from scratch twice, and all the experience acquired on the first case won’t be used for the second.

What clients are expecting is not that you work hard on their case (even though, they sometimes make it look like this). What clients want is that you find a quick solution to it because of the experience you have, personally, but also collectively. Sharing the ways you won, formalizing it and tracking it is therefore a huge upgrade in the battle for competitiveness.

At Day One, we help our clients to succeed in empowering the knowledge issues they meet. For example, we believe that a successful knowledge management is based on:

  • Shared and up-to-date templates,
  • Conversion from information to knowledge: the daily flow of legal news has to be transformed by a qualified lawyer into useful contents, sent to the right people, in order to benefit from relevant data,
  • Sectorial intelligence managed by lawyers and shared with the team on a regular basis,

We help our clients implementing these and moving from technical ideas to practical solutions serving the law firms’growth.

 

Martin Fauvel

 

 

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