of possible new technologies, which may seem on the surface to impact an area, many of our business challenges are solved with better and more effective use of the tools we already have which requires a better understanding of the process around their use. Today, many firms simply don’t maximize all the tools they have, which is a tremendous opportunity cost of under-used software a Firm pays for each year.

We have embarked on a mission to connect the simple business processes and steps one takes to get something accomplished with the tools that will readily help them. While there are differences which make development of a single uniform process unattainable (as many lawyers will confirm for you) there are common themes – even across different practice areas. A simple example: the most fundamental business process a lawyer performs with a client is communication via email. How that is executed is consistent: read, reply, send and file. The multitude of different desktop and mobile devices will offer different modes on how best to do this based on the lawyer’s work style and preference. Some are ‘filers’ and like to put things in the right folders in their mailbox or document filing systems, and others are ‘pilers’ and do not. Understanding these simple work style variations allows us to identify ways to inform, instruct and help each individual maximize their effectiveness with their work style.

I don’t expect the masses to go run­ning down the path of uniformity, nor do I expect new, revolutionary IT to funda­mentally change the way law is practiced or how law firms are run. However, what I have seen and expect to see more of is a change in our collective commitment to analyze how business processes are executed (business process analysis) and for partners, senior lawyers and business services leaders to communicate how they’d like to see important changes to these processes in the future. Once exist­ing processes are reviewed, documented and flowcharted, then a future process may be outlined. This yields require­ments and specifications–both function­al and technical–which are used as the evaluation criteria for any potential new technology. Once we focus on improving these fundamental processes of what we do each day, we can focus on identifying enhanced solutions for everyone and bet­ter leverage the technology we have.

I’ll make one other point which is directly related to client service and revenue generating activity. Business processes are a collection of linked tasks which ultimately contribute in the delivery of a service or product to a client. Therefore, business process improvement will ultimately yield client service improvement.

A business process is the ‘work we do’ and involves the ‘the flow of data’, so in understanding the ‘how’ we must also understand the ‘data flow’. It follows then, that the enhancement of a process at a transactional level lies both in understanding of these two elements; the ‘how’ and the ‘data flow’. Not only does a firm need solid business analytics, but also a Common Data Architecture –a definition of how a piece of data is used across the enterprise by processes, systems and people. This innovative yet fundamental understanding of data enables inconsistencies to be eliminated, better reporting and analytics, enhanced understand how tasks are performed and more transparency in the execution of a task–all of which contribute to enhancing a process and improving it.

Ideally, a firm should employ in­dividuals with these special kinds of analytical skills in their practices and business services groups and have them explicitly focus on the fundamental processes and tasks of those groups. Once the low hanging fruit has been tackled–more complex systems of pro­cesses may then be addressed one the simpler processes have been enhanced. Understanding the process improve­ments and data flows and the underly­ing technologies which support them will be where firms yield better results, better decision making, enhanced work product and ultimately satisfied and delighted clients.