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w w w . C A N A D I A N L a w y e r m a g . c o m O c t O b e r 2 0 1 4 19 If knowledge management is to play the central role it should in global orga- nizations it must shift its focus to include knowledge of the customer. We must view local markets as centres of inno- vation not eccentricities to be accom- modated. This is precisely one of four observa- tions advanced by Ernst & Young in a recent report, "Winning in a polycentric world: globalization and the changing world of business." In reference to the professional service firm's global clients, the authors observe that "rather than innovate centrally, then adapt or de- feature products to suit different price points, companies are increasingly decentralizing the innovation process, and setting up multiple innovation hubs in key strategic markets. Products, pro- cesses or components are developed primarily with local markets in mind, but reapplied when appropriate in other markets." The reason companies are changing their practices, according to EY, is they believe if they don't, they will lose market share to local companies that know the market better and are trusted by clients in that market. This polycentric approach does not mean the head office is no longer relevant but rather the top-down innovation process is replaced by one of exchange between equals at a local and central level. Should the same observation not apply to law firms? If knowledge man- agement is the firm's equivalent of a cli- ent's research and development centre, then for the products we generate to be relevant and widely used, they should be, if not generated locally, at least created by people who know and are qualified in laws and markets for which they are intended. Failing this, we risk losing our clients to local boutiques that claim to be better adapted to the regional market and price structures. This decentraliza- tion does not have to happen at the expense of brand or best practices or other worthy justifications for keeping research and development centralized. It simply means as a player in a polycentric world, we have to view our local markets as something more than potential out- sourcees. They are dynamic centres of innovation and growth and invaluable partners to our success. It is now 35 years since Fukuyama raised the question of whether history is dead. While the ideologies to which Fukuyama refers in his essay may not be as relevant today as they were, these 35 years hav:e produced other histories and ideologies often from geographies that we consider to be emerging mar- kets. The same can be said of growth, which is by no means dead in many countries notably those in Africa, Asia, and Latin America. Our world is poly- centric. Thriving in it means not only accepting the knowledge our regions have but allowing them to show us how to manage it! Danielle Olofsson is a knowledge man- agement 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. The CBA's Immigration Law Section is here to help you in your daily practice as you work to best serve your client's needs. As a CBA member, you have access to a number of online Practice Resources including: • Documents and Brochures • Informational Videos for Clients • Government Phone Lists • Specialized Professional Development (PD) Not a CBA member? Become a member and start using them today! With 40 Sections and Conferences, visit cba.org/Sections and find one that fits your practice and interest area. Here for you, here for your client. National Immigration Law Section Section nationale du droit de l'immigration The Canadian Bar Association...helping you, your practice and your clients. Untitled-1 1 2014-09-12 10:36 AM

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