TABLE OF CONTENTS

PART I Knowledge Management and the Business of Law

Chapter 1 Managing Knowledge Is About Working Smarter
Defining Knowledge Management
Why Knowledge Management Is Critical
A Brief History of Knowledge Management in Law Firms
The Opportunities For Knowledge Management
Achieving Business Objectives Through Knowledge Management
Achieving Knowledge Management Objectives
Defining Knowledge Management Initiatives
The Scope of Knowledge Management
The Value of Knowledge Management to Lawyers
The Role of Management
The Results of Knowledge Management

Chapter 2 How Does Our Firm Get Started?
Who Will Lead the Charge?
Gain Management Support
Form a Knowledge Management Team
Management Sends a Clear Message
Understand the Knowledge Needs of the Firm
Draft a Knowledge Management Strategy (Chapter 8)
Management Adopts the Knowledge Management Strategy
Implementing Knowledge Management (Chapter 9)
Take a Phased Approach to Implementation
Apply Business Rigor to Every Phase and Every Initiative
Write a Project Plan
Draft a Business Case
Run a Pilot
Measure the Value of Every Initiative (Chapter 10)
Leveraging Knowledge Management with Clients (Chapter 11)

PART II Critical Elements of Knowledge Management

Chapter 3 Defining the Scope of Knowledge
Knowledge, Information and Data
Tacit and Explicit Knowledge
Knowledge For the Practice of Law
Knowledge For the Business of Law
Define the Broad Categories of Knowledge
Knowledge About the Law
Knowledge About the Firm and Its Practice Areas
Knowledge About Clients
Knowledge About the Commercial Market and Specific Industries
Knowledge About Staff Skills and Expertise
Methodology and Processes
Past Projects and Lessons Learned
Knowledge About Third Parties
Knowledge About the Firm’s Market Position
Knowledge About the Firm’s Revenue, Costs and Profitability
The Value of Knowledge
The Owners of Knowledge
Define the Scope of Knowledge Your Firm Should Manage

Chapter 4 Defining the Scope of Knowledge Management
Defining Knowledge Management
A Word About "Create"
Knowledge Management Applied
Defining Knowledge Management Initiatives
The Knowledge Analysis Model
Firm or Practice Group Knowledge Management?
Law Firm Knowledge Management – Some Illustrations
Managing Explicit Knowledge
Managing Tacit Knowledge
Addressing Cultural and Organizational Barriers
From Simple to Complex
Define the Scope of Knowledge Management at Your Firm

Chapter 5 Developing the Knowledge Management Organization
The Role of the Knowledge Management Organization
Should the Knowledge Management Organization Be Decentralized or Centralized?
The Head of Knowledge Management
Who Should Lead Your Knowledge Management Organization?
To Whom Does the Head of Knowledge Management Report?
Composition of the Knowledge Management Organization
Size of the Knowledge Management Organization
Reporting Relationship Between Knowledge Management Staff and the Head of Knowledge Management
The Knowledge Management Organization in the Context of the Wider Firm
The Knowledge Management Committee
The Practice Group Knowledge Management Partner
Career Path and Compensation Model For Knowledge Management Staff
Develop Your Knowledge Management Organization

Chapter 6 Creating a Knowledge Management Culture
The Time-Based Billing Model
Other Major Cultural Barriers
Why the Law Firm Culture Is Conducive to Knowledge Management
The Target Knowledge Management Culture
Addressing Cultural Barriers
Illustrating How to Address Cultural Barriers
Knowledge Management Must Reflect the Culture of the Firm
Create Your Firm’s Knowledge Management Culture

Chapter 7 Knowledge Management Technology
Keys to the Knowledge Management System
Define the Scope of Knowledge
Define the Components of Your Knowledge Management System
Leverage What You Have
Apply Business Rigor to Implementing Knowledge Management Technology
Make Sure Your Systems Integrate
Your Knowledge Management System Should Be Easy to Use
Store Content Only Once
Apply Standards to the Capture of Content (Or Avoiding "Garbage In/Garbage Out")
Categorize Knowledge According to a Firm Taxonomy
Attach An Appropriate Level of Security to Knowledge
Provide Easy Access to Knowledge
Make the Technology Source Invisible to the User
Present Knowledge in Multiple Views
Facilitate Knowledge Sharing Across Practice Groups and Offices
Facilitate Knowledge Sharing with Your Clients
The Evolution of the Knowledge Management System
Create Your Knowledge Management System

PART III How to Approach Knowledge Management

Chapter 8 The Knowledge Management Strategy
What Is the Knowledge Management Strategy?
Why Your Firm Needs a Knowledge Management Strategy
Elements of the Knowledge Management Strategy
Scope
Organization
Culture
Technology
How To Develop Your Knowledge Management Strategy
Get Management To Adopt Your Knowledge Management Strategy
Develop Your Firm’s Knowledge Management Strategy

Chapter 9 Implementing Knowledge Management
Who Will Lead Implementation?
Turn Your Knowledge Management Strategy into Specific Initiatives
Define the Value and Complexity of Each Initiative
Prioritize Implementation of Initiatives
Take a Phased Approach To Implementation
Take a Parallel Approach To Implementation
Firm-Wide Initiatives
Practice Group Initiatives
Other Elements of Implementation
Common Implementation Issues
Implement Knowledge Management at Your Firm

Chapter 10 The Value of Knowledge Management
Knowledge Management Is a Business Imperative
Lower Costs, More Revenue, Greater Profitability
Align Your Knowledge Management Strategy with Your Business Strategy
Define the Measurements of Value of Knowledge Management
Measure the Value of Knowledge Management
Demonstrate the Value of Knowledge Management
Knowledge Management As a Profit Center
Ensure That Knowledge Management Brings Value To Your Firm

Chapter 11 Knowledge Management and Your Clients
Knowledge Management and Business Developments Strategy
Knowledge Management As a Market Differentiator
Client Access To Client Related Knowledge
Client Access To Law Firm Knowledge Management
Client Tailored Knowledge Management
Development of Market Products Based On Knowledge Management
Knowledge Management-Based Products – the Threshold Issues
Knowledge Management and E-Business
Succeeding at E-Business
Ensure Knowledge Management Supports Business Development at Your Firm
Ensure Your Firm Leverages Its Knowledge Management Efforts with Clients

PART IV Knowledge Management For Other Shapes and Sizes

Chapter 12 Knowledge Management and the Law Department
Getting Started
What Is Your Organization’s Approach to Knowledge Management?
Gain High Level Law Department Management Support
Form a Knowledge Management Team
Management Sends a Clear Message
Understand the Knowledge Needs of the Department
Draft a Knowledge Management Strategy
The Scope of Knowledge
The Scope of Knowledge Management
Knowledge Management Organization
Knowledge Management Culture
Knowledge Management Technology
Implementing Knowledge Management
Measure and Demonstrate the Value of Every Initiative
Introduce Knowledge Management into Your Law Department

Chapter 13 Knowledge Management and the Solo Practitioner
Why Knowledge Management Is Important to a Solo Practitioner
Understand What Your Business Objectives Are and How Knowledge Management Can Support Those Objectives
Understand What You Do and How You Use Knowledge to Do It
Define the Categories of Knowledge You Use (the Scope of Knowledge)
Examine How Best to Manage That Knowledge (the Scope of Knowledge Management)
Examine How Best to Facilitate Knowledge Management
Develop a Knowledge Management Strategy
Implement Knowledge Management
Knowledge Management and Your Clients
Introduce Knowledge Management into Your Practice