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Digit-ALLY Accelerator LabModels for Driving Data Driven Services Adoption
Strictly Private and Confidential
Derek Southall, Founder and CEO of Hyperscale Group Limited
September 2020
www.hyperscalegroup.com
Who is Hyperscale Group?
Derek SouthallFounder
• Advisory services relating to Innovation, Digital and Technology • We work for in house legal team, law firms, accountants, strategic
consultancies, major corporates, venture capitalists and litigation funders• Led by former global law firm equity partner, head of strategic development,
compliance, technology, innovation and digital and sales/sector partner• Helped drive law firm growth from £27mil to £450mil• Ranked by FT as one of top 3 most innovative lawyers in UK based on client
feedback• Took firm to be ranked by FT as second most innovative in Europe • Legal Business Most Enterprising Law firm and Legal Technology Team of the
Year • Former client partner to multiple household name Major Corporate clients• Founder member of ww.litig.org and www.intuityalliance.com • Advisory Board member of the Institute for Global Innovation
(400 multi-disciplinary academics trying to solve the world’s biggest problems)
Who am I?
LAWYER
EQUITY PARTNER
TECHNOLOGISTCOMPLIANCE AND KM LEAD
MAJOR CORPORATES
SALES PARTNER
HEAD OF STRATEGIC
DEVELOPMENT
KEY CLIENT ACCOUNT PARTNER
HEAD OF INNOVATION AND DIGITAL
START UP INVESTOR
1 OFFICE1 COUNTRY
£27m TURNOVER327 people
18 OFFICES10 COUNTRIES
£450m TURNOVER
4000 people
1994
BASIC IT/GROWTH
PAINS
STRONG IT/ LEADING
INNOVATION FIRM
2017
Data Driven Services – What we are going to Cover today?
The Challenges Some of the Models
People Communication
My Preferred Framework
Data Driven Services – What we are going to Cover today
The Challenges Some of the Models
People Communication
My Preferred Framework
NOW
WHY
THE
OUTCOMETHREATS BUT HUGE
OPPORTUNITY
Digital Basics
“The Digital Onion” – The Challenge for law firms?
Enabling Technology
Digital Futures
INCREASED DIFFICULTY,
LOWER ROI, NEED TO PARTNER, LOW
CODE PLATFORMS
“REAL LEGAL TECH”
CLIENT REQUIREMENTS
DATA TWO WAYTRANSFER
MULTIPLE PLATFORMS
Data Driven Services – What we are going to Cover today
The Challenges Some of the Models
People Communication
My Preferred Framework
Choosing the right tools…
What do you want from Data Driven Services?
The Reality of Implementing Data Driven Services?
Product/turnkey Low/No Code Toolkits
YOUR PRODUCT CHOICES
MINIMAL EFFORT
LOW EFFORT
TIME YOU DON’T HAVE!
WHAT IS YOUR TIME
WORTH?
WHAT WILL GIVE YOU THE
BIGGEST RETURN ON
YOUR EFFORTS?
SOME TURNKEY LEGAL PRODUCTS (INC DATA DRIVEN SERVICES)
Remember – your job is to make the right
things happen….
Other Models:
1) Partnering - ALSPs/other
2) Contracted AI
3) Interim resources
Models to Drive Progress
Some thoughts: Digital Fitness, Metrics
and ARR
KEY QUESTION: WHAT ARE YOUR EXPECTATIONS OF A LEGAL TEAM IN C21?
Innovation – 3 Areas to get right
Legal Innovation
Innovation in the delivery of law
Business of law innovation
Being Structured in new ways to deliver services
DATA DRIVEN SERVICES
Digital Innovation
Using technology to drive new products and improve efficiency and service delivery DATA DRIVEN SERVICES
Define Success?Maturity?
Define Success?Maturity?
Define Success?Maturity?
Four Approaches to InnovationThe 5-5-5 Approach
Teams of 5: Break your company into teams of five people. Emphasising diversity in the group by gender, age and expertise.Only 5 people: With a team of five, there’s no need for an organisation or communication plan. Information is allowed to flow freely with idea diversity.£500 or £5000: Allocate a budget for each team, enough for the team to try a few experiments.5 days or 5 weeks: Give the teams a short fixed amount of time to run experiments to see if their idea has value and traction. The time should be adequately short that there are no negative effects if nothing useful materializes.
How to ensure the 5-5-5 Innovation Approach works1. The team must be encouraged to be creative and test idea that might have been distracting or unusual in other
contexts2. Remind teams that failure is fine, except for not trying new and different ideas3. The best idea(s) should win, as a competition and determined by the team.4. Collaboration is essential, if one team succeeds in reaching the goal then everyone wins.5. Collaboration should be encouraged and rewarded.6. Collect experiment data: Data is integral so ensure that teams have identified their goal and understand their
KPI’s.
1
Tuesday
Four Approaches to Innovationoogle Ventures Sprint Approach
Speed and reality are the key in this approach.A 5 day process in which participants take their time to map out the problem and agree on an initial target.
The outcome of the Sprint is a realistic prototype which is tested with real people.A Diverse Team
• Decider: Someone who understand the depth of the problem and can portray an opinion• Finance Expert: Someone who understands the flow of money• Marketing Expert: Someone who can craft messages and positioning• Customer Expert: Someone who regularly talks to customers• Tech/logistics Expert: A CTO who knows how to build and then deliver the product• Design Expert: An expert in designing products
Monday Wednesday Thursday Friday
Define the problemDefine why to do itVisualise the future
Individual work to find solutions
Look at existing solutions
Remix previous ideas
The Decision DayEach participant decides on the
solution to prototypeCritique the solution
Building a prototype to elicit emotions and answers on
Friday
Interview 5 potential customers
Watch them react to the prototype
Capture their thoughts
The Process
Creating Building Learning
2
Four Approaches to InnovationAmazon and the Press Release
The Goal is to drive simplicity through a continuous, explicit customer focus“In the fine grained services approach that we use at Amazon, services do not only represent a software structure but also the organisational structure. The services have a strong ownership model, which combined with the small team size is intended to make it very easy to innovate. In some sense you can see these services as small start-ups
within the walls of a bigger company.” Working Backward, Werner Vogel's Blog Post in November 2006
The Four Steps1. Writing the Press Release: Nail a simple way to describe what the product does and why, what are the
features/benefits. It must be clear and concise. Visualise how the world will see it, not just internally.2. Write a Frequently Asked Questions (FAQ) document. Add questions which arise from step 1, from others
who asked when the PR was shared and include questions which define the products usefulness.3. Define customer experience: Describe it in precise detail, with all the different uses. The goal is to tell stories
of how a customer is solving their problems with your product4. Write the User Manual : 3 sections: Concepts – How To - Reference
3
Four Approaches to InnovationMix and Match – Sprint Outputs with Amazon4
This model adds detail into the Amazon PR approach and combines it with the outcomes of the Google Sprint for internal buy-in and fine-tuned understanding of the innovation approach. It includes a Press Release, a Customer
Quote Facts Paragraph, Customer FAQ and Mini-Sprint
Press Release Title: Start with a name for the new product or service. It should have a ‘hook’ and be customer centric to be understandable. It should sum up in the most simple and direct way
what you are announcing and the problem it is addressing, followed by date of release and author.
The following details to support could be a couple of paragraphs about how the new product/service works: Clarifying the important facts.
Additional Details: A quote or someone working on the project. Or some background on how it fits into other services or what it replaces.
Customer FAQs: Create a simple Q&A format which anticipate customer questions whilst explaining the service from their perspective. With accessible and non-technical language
wherever able.
Data Driven Services – What we are going to Cover today
The Challenges Some of the Models
People Communication
My Preferred Framework
THE INNOVATION CHALLENGE - A BLUEPRINT
- NINJA - MORE OPPORTUNISTIC - “EXECUTE” MINDSET - PROBLEM STATEMENT DRIVEN - TEAM FOCUS - DISRUPTIVE TECH STARTPOINT
- DOMAIN EXPERIENCE - EXECUTE AND MOVE ON - SMALLER TEAMS/LESS RESOURCE - SMALLER BUDGET - WEAKER DATA GOVERNANCE
- SMALLER PROJECTS BENEFITTING LESS PEOPLE - NEW KIDS ON THE BLOCK - THINK THEY UNDERSTAND TECHNOLOGY BUT IN REALITY, ONE STEP REMOVED
- TACKLING PROJECTS NO ONE HAS NEVER SOLVED - OFTEN THINK THEY CAN DO THE JOB OF TECHNOLOGISTS/OPS PEOPLE
- SAMURI - PROCESS DRIVEN - LONG TERM MINDSET - OPERATING MODEL OUTLOOK - MACRO BUDGET VIEW - DIGITAL BASICS STARTPOINT
- LESS DOMAIN EXPERIENCE - HAVE TO “LIVE WITH” THE WORK THEY DO - LARGER TEAMS/DEEPER RESOURCE - LARGER BUDGETS
- STRONGER DATA GOVERNANCE - BIGGER PROJECTS WITH SCALE - DEAL WITH ESTABLISHED PLAYERS - THINK THEY UNDERSTAND HOW LAWYERS
- WORK/THEIR NEEDS BUT IN REALITY ARE ONE STEP REMOVED - TACKLING ESTABLISHED PROJECTS WITH BEST PRACTICE APPROACHES
- OFTEN THINK THEY CAN DO THE JOB OF INNOVATION PROFESSIONALS
TECHNOLOGY
PEOPLE
INNOVATION
PEOPLE TECHNOLOGY
DIGITAL
INNOVATION
THE DIVIDE
WE NEED TO
OVERCOME
KEY OBJECTIVE
WORKING AS A
TEAM AND
“PLAYING NICELY”
KEY OBJECTIVE
MAKING THINGS
HAPPEN AS OPPOSED
TO DOING THINGS
KEY OBJECTIVE
BUILD CAPABILITIES
RATHER THAN
POINT SOLUTIONS
Innovation Leadership – lars sudmann
Data Driven Services – What we are going to Cover today
The Challenges Some of the Models
People Communication
My Preferred Framework
www.hyperscalegroup.com
“The biggest barrier to innovation is
engaging lawyers”Acritas research Sept 2020
David Morley’s answer….
“A&O will become the most advanced
firm in the world”
Telling the Story- the Rich Picture
INNOVATION WORKPLACE CHANNEL
Data Driven Services – What we are going to Cover today
The Challenges Some of the Models
People Communication
My Preferred Framework
Data Drive Services - My Preferred Framework
Ecosystem Canvas
Capability Mapping
Modular Building/Comms
DRIVING AND IMPROVING YOUR DATA DRIVEN SERVICES
COMPONENT 1: The Invisible Advantage Map
LeadershipHow leaders influence innovation
through explicit decisions and
subtle behaviors.
Structure & ProcessesThe formal and informal
organizing principles,
structures and processes that
enable (or inhibit)
collaboration and guide
mindsets and behavior.
TechnologyCapabilities and tools that
allow employees, external
partners and customers to
connect, share knowledge
and innovate.
MetricsThe stated and assumed
success measures that support
and drive innovation-related
business objectives, mindsets
and behaviors.
PeopleThe mindsets and skillsets
tied to creative thinking,
generating new ideas, testing
new concepts, and executing
new opportunities.
Rewards & RecognitionThe formal and informal ways
people are recognized and
rewarded for innovation-related
behavior and results.
InnovationIntent
• Create quarterly or annual innovation awards
• Give free time as an award
• Give gift cards as an award
• Create an “Innovation Wall of Fame”
• Define innovation portfolio
• Promote experimentation
• Tell innovation stories
• Provide sponsorship & implement this innovation map!
• Recruit and staff teams with diverse mindsets &
skill sets
• Provide innovation training
• Give people free time to experiment
• Promote networking lunches
• Create open meeting spaces
• Launch an “Idea Management System”
• Provide “toolkits” with innovation models and templates
• Create intranet site for sharing tools, resources, and stories
• Create external site for sharing tools, resources, and stories
• Build Innovation Lab
• Create Cross-functional innovation teams
• Establish Internal innovation process
• Create “Open innovation” process for external ideas
• Percent of funding for game changers versus
incremental innovation
• Percent of senior executive time focused on the future
versus operations
• Percent of new innovations that come from external
sources like partnerships, crowdsourcing or open
innovation
(Soren Kaplan,
2017)
2020 2021 2022 2023 2024 2025
Target StateInitial State
10
9
8
7
6
5
4
3
2
1
New Investment A B C D E
Cost per desktop T U V W X
COMPONENT 2:Capability, Maturity and Investment Timeline
Sub –optimal
Digital Basics Enabling Technologies Data Driven Technologies
Milestone review
Milestone review
Milestone review
Milestone review
1.1 Practice Management Systems1.2 ERP Systems1.3 Accounts Systems1.4 Time Recording Systems1.5 Document and email managementSystems
1.6 Email Systems1.7 Virus Protection
1.8 Records Management Systems1.9 Office 3652.0 Document Comparison Systems2.1 Template Management Systems2.2 Content Management Systems2.3 Document Comparison2.4 Ethical Wall Software2.5 Risk Management Systems
2.6 Case Management2.7 Matter Management2.8 Workflow2.9 Collaboration Tools3.0 CRM Systems3.1 Office 3653.2 Webcasting Tools3.3 Video Conferencing
3.4 CAD Systems3.5 Contract Management Systems3.6 E Learning 3.7 Document Automation3.8 Dealrooms3.9 Portals4.0 Digital Signatures
4.1 Dashboards4.2 E Disclosure Systems4.3 KM Systems4.4 E Learning Systems
4.5 AI4.6 Intelligent Document Review4,7 RPA4.8 Bots and API Linked Bots4.9 RegTech Systems5.0 Data Analytics5.1 Reporting Software5.2 Blockchain
5.3 Platforms 5.4 Office 365
3.3
3.3
2.3
2.3
2.6
2.6
4.5
4.55.1
5.1
World Class
Current: X% Target: Y% Current: X%Current: X% Target: Y%Target: Y%
1.9
1.9
COMPONENT 3: The Modular Approach
Data Driven Services – What we are going to Cover today
The Challenges Some of the Models
People Communication
My Preferred Framework
“DISCUSSION”