30 November - 1 December 2016

The Royal Pacific Hotel & Towers, Kowloon, Hong Kong


KM Legal Asia

30 November 2016

Using KM to improve your firm’s service delivery in today’s economy

New to this year’s two-day agenda is a legal industry specific stream. The stream will take place on Day 1 (30 November) and you can book this as part of your two-day attendance or by itself.

You’ll benefit from hearing how law firms based in Asia are capitalising on KM to increase revenue and understand how other law firms are overcoming challenges that you are currently facing.

09:00 Registration and refreshments 

09:30 Chair’s opening remarks

09:45 Challenges faced by KM: The sharing culture

  • What exactly is KM? The need to distinguish amongst data management, information management and knowledge management?
  • Connecting people to people. Developing and sharing best practices
  • Should there be integration between KM and Human Resources Management (HMR)? The need to attract the right people to create the right environment
  • What is the role of Human Resources Management(HRM) in KM? Amongst others is to create an environment that is comfortable to the idea of openness, knowledge sharing and organisational learning
  • HRM: From conventional to contemporary. To have a successful knowledge enterprise, a good knowledge manager is not enough. We need everyone to support it. Should we therefore make KM part of HRM?

Mariette PetersPartner, Intellectual Property and Knowledge Management, Zul Rafique & Partners, Malaysia

10.30 Growing number of multinational law firms 
There is no magic bullet.Yet the most successful firms have undertaken a concerted organisation-wide knowledge management taxonomy/CMS system. In order to address the change in mindsets, these firms must also tackle training and education on how and why the tagging and filing of briefs is so important. Carla will addres the need for knowledge and risk management training from the bottom up: from legal secretaries to the partners.

  • A lack of a centralised system of filing legal precedents for clients
  • How paper-based systems often housed in government basements
  • How tagging and filing of legal filings within single law firms
  • A lack of awareness of the nuances of diverse jurisdictions
  • Working in multiple languages

Carla Sapsford Maloney, Director, Strategic Knowledge Partners, Malaysia

11:15 Morning coffee break

11:45 Are challenging questions more powerful than answers?
Knowledge management is a challenging discipline given that it deals with the complex adaptive nature of human social systems. We are walking on a trampoline. Each step reconfigures the path ahead. There are no prescriptive solutions. Unintended consequences abound. In this dynamic session, you will have the conversations with many different people, while standing and moving around the room. 

David Gurteen, Knowledge Management and Organisational Learning Consultant, Gurteen Knowledge, UK 

12.15 Evolutions in leadership: Navigating the currents and headwinds within our organisations
This session focuses on leadership, trust, manipulation, our own initiatives, and creating currents to best navigate the leaders within our organisations. Upon reflection, our own actions can contribute as much to the disharmony around us as outside levels of discord influence behaviour. As business leaders, it is our responsibility to not only consider this possibility, but create an environment where others can understand this as well. Although it may seem like a philosophy unsuited to business, this session will argue that understanding and learning both how and when to trust is at the heart of all successful strategic initiatives.

  • Rallying the initiatives within your organisation by mapping out how to truly be successful and gain an understanding of core leadership principles to achieve this success
  • Encourage executive teams towards initiatives to benefit the organisation while creating compromise
  • Navigating territorial disputes and realign with goals rather than territory
  • Navigating egos within the executive committee

Eric Hunter, Director of Knowledge, Technology & Innovation Strategies, Bradford & Barthel LLP and Spherical Models LLC, US

13:00 Networking lunch 

14:00 KM from ground zero
For law firms, staying competitive doesn't mean staying in place, it means being one step ahead. That's why it is increasingly crucial for firms to implement an integrated KM systems to drive efficiency, enhance flexibility to meet client expectations and improve visibility of profitability.

  • How to scope & start an integrated KM initiative
  • Building the right tools through project management
  • Tips & tricks from the coalface

Adeline Chin Yih Fen, Knowledge Manager, Messrs Shook Lin & Bok, Advocates & Solicitors, Malaysia

14:45 In the hot seat: Legal KM in practice — your questions answered
An opportunity to ask questions and discuss legal KM issues with a seasoned law firm knowledge manager. Come armed with questions on topics that most interest you and be ready to join in with some wide-ranging discussions which may include:

  •     What is law firm KM?
  •     Where should we focus our KM?
  •     What are the big obstacles to good KM in a law firm?
  •     What are the trends in law firm KM in Asia?
  •     How does KM interact with LPM initiatives?

Janice Record, Head of International Knowledge and Insight, DLA Piper, International

15:30 Afternoon coffee break

16:00 Building a clear line of sight: Knowledge, strategy and a sustainable competitive advantage
Effective strategy and the creation of sustainable competitive advantage is not just about knowing your clients, the market, your competitors and your business. The great law firm brands are those which excel at execution. What are the simple things that you can do to m leverage your strategic and tactical assets?

  • How does knowledge strategy fit within the broader strategic landscape?
  • How can it be used to inform the creation of competitive advantage?
  • What is the role of culture in driving knowledge creation and the sharing and promotion of positive behaviours both personal and organisational performance?
  • How should the KM function position itself to deliver maximum value for the firm

Andrew Hedley, Director, Hedley Consulting, UK

16:50 Close of conference

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