Canadian Lawyer

OPINION Graduates without Big Law jobs or Big Law ambitions (that is to say graduates who are looking for alternative legal careers) represent a talent pool firms should draw upon to sell and support their legal services. It is undoubtedly easier to sell and support what you know. The same critical, innovative energy that created low-cost online firms and legal process outsourcing providers should be harnessed by law firms to run technology support, knowledge management, libraries, and marketing departments. Having these departments staffed by people who understand the "end user" presumably will lead to a more efficient firm. There is no reason why an online legal service provider should be able to deliver service more cost effectively and efficiently than a law firm. A firm with a technology support and knowledge management department staffed with law graduates could certainly create and offer a similar product. Likewise, the software that helps lawyers structure their legal teams and offer alternative fees to clients could be developed by a combination of marketing lawyers and technology lawyers. Moreover, at a time when firms are considering outsourcing many support functions such as technology, litigation support, and knowledge management to low-cost jurisdictions — a move that is difficult to understand given the number of candidates for the positions here — some consideration should be paid to the role these departments play in providing continuity and identity/culture to a law firm and a sense of belonging to its lawyers. These are departments that have to provide a consistent level of service, quality, and branding across the firm. In essence, they have to make it stand out from other firms — an element that is key to attracting and retaining both clients and talent. Having these support functions staffed by people who really understand the profession as well as the jurisdiction/market in which a particular office operates sends a strong message to clients and lawyers about the importance of a firm's identity and culture. To return to Harper's book, my only criticism is that after the thorough explanation of what is wrong with the legal profession, it would have been interesting to read what he proposes as a solution. It seems to me law firms have many choices. The simplest may be to throw up their hands, admit defeat, and try to run an operation according to an inappropriate business model with quick-fix solutions like outsourcing. Another would be to take advantage of the talent pool that exists and continue to structure organizations that are supported by people who not only understand the business but who have the confidence to challenge and improve it. Danielle Olofsson is a knowledge management lawyer at Dentons Canada LLP in charge of civil law. She has practised law in Montreal, Paris, and Stockholm and is a member of the Quebec and Paris bar associations. She can be reached at danielle.olofsson@dentons.com. SPECIALIZATION IN BUSINESS LAW Part-time, Executive LLM program for corporate counsel and practising lawyers Taught by U of T Faculty of Law professors, together with top international faculty from MIT-Sloan School of Management and Thonson Reuters expert practitioners. TIME: EVENT: For more information, call 416-978-1400 or visit: http://www.law.utoronto.ca/programs/GPLLM.html Supported by the Association of Corporate Counsel (ACC) - Ontario Chapter and in partnership with Carswell, a Thomson Reuters business. LLM_IH_Apr_13.indd 1 www.CANADIAN L a w ye r m a g . c o m august 2013 19 13-02-26 4:07 PM

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