Page 91 - The Handbook - Law Firm Networks 2018
P. 91
The Handbook: Law Firm Networks
Networks generally do not address their primary role, which is to engage members in creating real
relationships that have value to their clients. This is not done through technology because the standard
technology does not directly address this objective. Organic information technology is very new; organic
technology requires a fundamental rethinking of the delivery of information.
Most networks are global organizations that must communicate information to members so that they will
react and become engaged. Technology serves two primary purposes in a network: internal and external
marketing.407 Technology can accomplish both objectives at a reasonable cost. It is the common denominator
among networks408 internally. Technology has made it possible to create, organize, and manage a network of
10 firms or 400 firms.
Externally, technology can gain recognition for members and for the network itself. Seeing your firm’s
network in the media or online is important. A Google search that finds and displays the network’s website
confirms the network’s existence. Facebook, LinkedIn, YouTube, and other programs can further confirm the
existence of the network. Technology is the mirror on which the network can see its reflection. The issues
are: What information can technology reveal, and how can it be made useful in achieving the objectives of
the members individually and the network collectively?
There are three primary types of information found in the network. The first is information about the network
itself: its website, publications, blogs, and social media; the second is geographic-based information about
the location in which the member firms are located; and the third can be on individual professionals who
share the education, experience, and expertise not related to their existing location.
Geographic expertise is based solely on the location of the professional. The common manifestation of
geographic expertise is the network directory. In a typical directory, the member finds a location, perhaps
some description of the member, and the primary contact. At the most superficial level, locating geographical
information does not require technology. All that is required is a contact name, email address, or telephone
number. To refer a case or get information, communication is initiated with the contact person. A website is
only a variation of the directory concept.
The third level of professional expertise is based upon the experience, knowledge, and interests of each
individual professional. It may also be useful to know everyone who has worked for ExxonMobil, went to
Yale, has expertise on pipelines, or any and all other areas of expertise or experience. Professional services
networks do not account for this type of expertise because without technology to create transparent access to
this information, it remains invisible.
Technology now allows this third level type of professional information to be collected and made available
to members and non-members of the network. Networks are no longer confronted by limitations that result
from the geographic focus of the network. Participation is not limited to senior partners; everyone at the
firms is able to participate in the network, including the professional staff. The result is that the clients can be
served by the expertise of thousands of professionals located around the world
When this information is available, as it is today, a network can use it to take itself to another level. This has
been previously discussed as the organic technology model discussed earlier in this chapter. The model uses
both information and the manipulation of that information to generate new content that members find useful.
407 See supra Chapter 6, Marketing the Network – Creating the Brand.
408 Van Alstyne, supra note 9, citing Kraft, The Increasing Use of the Internet in the Practice of Law, 69 J. KAN, B. ASSOC. 15 (Feb. 2000); see also
Pruner, The Internet and the Practice of Law, 19 PACE L. REV. 69-93 (Fall 2000); see also Pruner, The Competitive Law Firm of the 21st Century: Web
Technology, 62 TEX. BUS. J. 676 (July 1999); see also Martin, The Internet ‘Full and Unfettered Access’ to Law and Some Implications, 26 KY. L.
REV. 181-209 (Summer 1999); see also DAVIS, BLUR: THE SPEED OF CHANGE IN THE CONNECTED ECONOMY (1999); see also KELLY, NEW RULES
FOR THE NEW ECONOMY (1999).
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Networks generally do not address their primary role, which is to engage members in creating real
relationships that have value to their clients. This is not done through technology because the standard
technology does not directly address this objective. Organic information technology is very new; organic
technology requires a fundamental rethinking of the delivery of information.
Most networks are global organizations that must communicate information to members so that they will
react and become engaged. Technology serves two primary purposes in a network: internal and external
marketing.407 Technology can accomplish both objectives at a reasonable cost. It is the common denominator
among networks408 internally. Technology has made it possible to create, organize, and manage a network of
10 firms or 400 firms.
Externally, technology can gain recognition for members and for the network itself. Seeing your firm’s
network in the media or online is important. A Google search that finds and displays the network’s website
confirms the network’s existence. Facebook, LinkedIn, YouTube, and other programs can further confirm the
existence of the network. Technology is the mirror on which the network can see its reflection. The issues
are: What information can technology reveal, and how can it be made useful in achieving the objectives of
the members individually and the network collectively?
There are three primary types of information found in the network. The first is information about the network
itself: its website, publications, blogs, and social media; the second is geographic-based information about
the location in which the member firms are located; and the third can be on individual professionals who
share the education, experience, and expertise not related to their existing location.
Geographic expertise is based solely on the location of the professional. The common manifestation of
geographic expertise is the network directory. In a typical directory, the member finds a location, perhaps
some description of the member, and the primary contact. At the most superficial level, locating geographical
information does not require technology. All that is required is a contact name, email address, or telephone
number. To refer a case or get information, communication is initiated with the contact person. A website is
only a variation of the directory concept.
The third level of professional expertise is based upon the experience, knowledge, and interests of each
individual professional. It may also be useful to know everyone who has worked for ExxonMobil, went to
Yale, has expertise on pipelines, or any and all other areas of expertise or experience. Professional services
networks do not account for this type of expertise because without technology to create transparent access to
this information, it remains invisible.
Technology now allows this third level type of professional information to be collected and made available
to members and non-members of the network. Networks are no longer confronted by limitations that result
from the geographic focus of the network. Participation is not limited to senior partners; everyone at the
firms is able to participate in the network, including the professional staff. The result is that the clients can be
served by the expertise of thousands of professionals located around the world
When this information is available, as it is today, a network can use it to take itself to another level. This has
been previously discussed as the organic technology model discussed earlier in this chapter. The model uses
both information and the manipulation of that information to generate new content that members find useful.
407 See supra Chapter 6, Marketing the Network – Creating the Brand.
408 Van Alstyne, supra note 9, citing Kraft, The Increasing Use of the Internet in the Practice of Law, 69 J. KAN, B. ASSOC. 15 (Feb. 2000); see also
Pruner, The Internet and the Practice of Law, 19 PACE L. REV. 69-93 (Fall 2000); see also Pruner, The Competitive Law Firm of the 21st Century: Web
Technology, 62 TEX. BUS. J. 676 (July 1999); see also Martin, The Internet ‘Full and Unfettered Access’ to Law and Some Implications, 26 KY. L.
REV. 181-209 (Summer 1999); see also DAVIS, BLUR: THE SPEED OF CHANGE IN THE CONNECTED ECONOMY (1999); see also KELLY, NEW RULES
FOR THE NEW ECONOMY (1999).
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