Figure 1.1 The Grid External Technology Information Knowledge Internal Richard Susskind 2000 C

external technology links provision of access to knowledge Figure 1.2 The Quadrants External external technology links provision of access to knowledge Technology Information Knowledge internal use of technology internal management of knowledge Internal Richard Susskind 2000 C

client relationship systems online legal services Figure 1.3 The Legal Grid Client client relationship systems online legal services Technology Information Knowledge back-office technology internal knowledge systems Internal Richard Susskind 2000 C

online financial reporting status reporting deal-rooms Figure 1.4 Examples of systems Client online financial reporting status reporting deal-rooms document archives electronic mail 2nd generation web sites virtual lawyers online legal guidance systems expert systems Technology Information Knowledge document management practice management human resource management marketing databases hardware networks operating systems know-how databases template libraries precedent libraries Intranet services Internal Richard Susskind 2000 C

new service opportunities new business models Figure 1.5 Business impact Client new service opportunities new business models turning knowledge into value new, improved ways of delivering traditional service Technology Information Knowledge keeping basic systems running risk management providing robust infrastructure efficiency productivity leveraging knowledge Internal Richard Susskind 2000 C

electronic commerce knowledge management Figure 1.6 Client electronic commerce knowledge management Technology Knowledge Internal Richard Susskind 2000 C

most major law firms in 1995 Figure 1.7 Firms in 1995 Client Technology Knowledge most major law firms in 1995 Internal Richard Susskind 2000 C

most major law firms in 1997 Figure 1.8 Firms in 1997 Client Technology Knowledge most major law firms in 1997 Internal Richard Susskind 2000 C

most major law firms in 1999 Figure 1.9 Firms in 1999 Client Technology Knowledge most major law firms in 1999 Internal Richard Susskind 2000 C

successful law firms by 2005 Figure 1.10 Firms by 2005 Client Technology Knowledge Internal Richard Susskind 2000 C

Figure 1.11 Knowledge systems Client Technology Information Knowledge P D U C T RETRI EVAL T E M P L A S + C O MM ENTARY L E G A M T H O D I S E X P R T S Y M Technology Information Knowledge Internal Richard Susskind 2000 C

Strategy 1 Consolidation Figure 1.12 Strategy 1 Consolidation Client Technology Knowledge Strategy 1 Consolidation Internal Richard Susskind 2000 C

Putting the house in order Figure 1.13 Strategy 2 Putting the house in order Client Technology Knowledge Strategy 2 Putting the house in order Internal Richard Susskind 2000 C

Strategy 3 Client relationship systems Figure 1.14 Strategy 3 Technology Knowledge Internal Richard Susskind 2000 C

Strategy 4 Knowledge management Figure 1.15 Strategy 4 Client Technology Knowledge Strategy 4 Knowledge management Internal Richard Susskind 2000 C

Strategy 5 Legal electronic commerce Figure 1.16 Strategy 5 Client Strategy 5 Legal electronic commerce Technology Knowledge Internal Richard Susskind 2000 C

Strategy 6 Entrepreneurial Figure 1.17 Strategy 6 Entrepreneurial Client Strategy 6 Entrepreneurial Technology Knowledge Internal Richard Susskind 2000 C

Strategy 7 Progressive Figure 1.18 Strategy 7 Progressive Client Technology Knowledge Strategy 7 Progressive Internal Richard Susskind 2000 C

Strategy 8 Complete Commitment Figure 1.19 Strategy 8 Client Strategy 8 Complete Commitment Technology Knowledge Internal Richard Susskind 2000 C

Chief Technology Officer Chief Knowledge Officer Chief Information Figure 1.20 Important future roles Client Chief Technology Officer Chief Knowledge Officer Chief Information Officer Technology Knowledge Internal Richard Susskind 2000 C

blatant trigger selection of lawyer consultative advice Figure 2.1 - Today’s Client Service Chain Recognition Selection Service blatant trigger selection of lawyer consultative advice Richard Susskind 2000 C

from to Transforming the Service element of the Client Service Chain Figure 2.2 - Transforming the Service element of the Client Service Chain high-end, traditional Transforming the Service element of the Client Service Chain consultative advice project management document management legal research strategy unbundled services consultative advice from to online service commoditized latent market multi-disciplinary Richard Susskind 2000 C

from to Transforming the Selection element of the Client Service Chain Figure 2.3 - Transforming the Selection element of the Client Service Chain Transforming the Selection element of the Client Service Chain selection of adviser infomediaries online auctions virtual teams selection of source of guidance selection of lawyer from to assessment of need infomediaries selection of online service infomediaries Richard Susskind 2000 C

from to proactive Transforming the Recognition service Figure 2.4 - Transforming the Recognition element of the Client Service Chain proactive service Transforming the Recognition element of the Client Service Chain infomediaries legal audits push technology intelligent agents embedded expertise Intranet implants business-episode based blatant trigger from to blatant trigger Richard Susskind 2000 C

selection of adviser consultative advice proactive service selection Figure 2.5 - Tomorrow’s Client Service Chain Recognition Selection Service selection of adviser consultative advice proactive service selection of source of guidance unbundled services blatant trigger selection of online service online service Richard Susskind 2000 C

Sustaining Disruptive Sustaining Sustaining Figure 2.6 Sustaining and disruptive technologies Client Sustaining Disruptive Technology Information Knowledge Sustaining Sustaining Internal Richard Susskind 2000 C

Tomorrow’s Justice System Figure 12.1 Tomorrow’s Justice System Richard Susskind 2000 C