How to Get the Most Out of a Legal Technology Proof of Value

2020 ◽  
Vol 20 (4) ◽  
pp. 195-198
Author(s):  
Eleanor White
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Investment Decision ◽  
Law Firms ◽  
Decision Making Process ◽  
Proof Of Concept ◽  
The Difference ◽  
The Right ◽  
Legal Technology

AbstractAdoption of legal technology within law firms has seen a significant increase in recent years with the current necessity for seemingly indefinite remote working only adding to the need for technology solutions to keep legal workflows running. In light of this, legal technology purchases will undoubtedly see a further increase and a well conducted proof of value is crucial to making the right investment decision. This article is based on a talk given by Eleanor White at the BIALL Knowledge Management SIG in November 2018. It establishes the difference between a proof of concept and proof of value and elaborates on some key principles to consider during each phase of the latter. From the preparation and planning through to the running of the evaluation and the resulting decision-making process, this article addresses how to get the most out of the proof of value opportunity.

scholarly journals KNOWLEDGE MANAGEMENT DAN PENGARUHNYA DALAM PENGAMBILAN KEPUTUSAN PADA BADAN PEMBENTUKAN PERATURAN DAERAH DEWAN PERWAKILAN RAKYAT DAERAH KABUPATEN TAKALAR

2020 ◽  
Vol 2 (2) ◽  
pp. 121-127
Author(s):  
Muh. Said ◽  
Fatmawati Fatmawati ◽  
Lukman Hakim
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Quantitative Methods ◽  
Explicit Knowledge ◽  
Decision Making Process ◽  
Fast Time ◽  
Daily Work ◽  
Future Challenges ◽  
The One ◽  
The Right

Changes in the environment experienced by organizations require organizations to make adjustments to answer all future challenges. The strength that must be possessed by the organization is to realize the concrete concept that becomes a tool to make changes. One of them is knowledge management, because knowledge management is an organizational activity that manages knowledge as an asset, wherein various strategies there is the right distribution of knowledge to the right people in a fast time until they interact with each other from various knowledge and apply it in daily work for performance improvement. Knowledge Management integration in the decision-making process can be interpreted as a structured and systematic process in acquiring, distributing, and utilizing knowledge to support the decision-making process. The position of knowledge management in decision making is between two poles of knowledge, namely tacit knowledge on the one hand and the utilization of explicit knowledge in decision making on the other. Explicit knowledge emphasizes the implicit role of knowledge management in influencing actors involved in decision making. Research design using quantitative methods. The instruments used in this study were questionnaires. The results showed that the implementation of Knowledge management has a positive effect on decision making in the Regional Development Agency of Takalar regency.

Using KMS as a Tool to Improve Decision Making Process

2013 ◽  
pp. 1-11 ◽  
Author(s):  
Rawan Khasawneh ◽  
Emad Abu-Shanab
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Management Practices ◽  
Decision Making Process ◽  
Sustained Competitive Advantage ◽  
Decision Making Processes ◽  
Strategic Goals ◽  
Development Processes ◽  
The Right ◽  
Future Work

Knowledge plays a central role in the decision making process, and it provides a better foundation for managers to make high quality decisions. On the other hand, having the right knowledge at the right time to make the right decision is becoming a competitive weapon utilized by organizations to achieve sustained competitive advantage and other strategic goals. Based on that, it is important for organizations to manage their knowledge (organization intellectual asset) in a more effective and efficient way in order to gain such benefits. This chapter explores knowledge management and decision-making processes and its general concepts, reviews several conceptual frameworks of knowledge management that affect the decision making process proposed in the literature, and demonstrates several knowledge-management practices in software development processes. Conclusions and proposed future work are stated at the end of the chapter.

Selecting and Implementing Knowledge Management Technology in Law Firms

2020 ◽  
Vol 20 (4) ◽  
pp. 199-203
Author(s):  
Richard Tomlinson
Keyword(s):  
Knowledge Management ◽  
Law Firms ◽  
Law Firm ◽  
Management Technology ◽  
The Right ◽  
Legal Technology ◽  
First Time

AbstractIn recent years there has been an explosion of new ‘legal tech’ solutions on the market claiming to solve almost every problem or improve the efficiency of almost any process in a law firm. Alongside these new legal tech vendors are the traditional legal vendors offering enterprise solutions, and it can be challenging to identify, select and implement the right mix of solutions to solve your law firm's knowledge management (KM) needs. If you are thinking about or have been asked to introduce a new KM solution, it can be difficult to know where to get started, especially if you are in this position for the first time. This article, by Richard Tomlinson, explores some techniques and methodologies picked up over several years working in legal technology in big-law, to help you select and implement the best technology solutions for your firm.

scholarly journals Decision Making in Committees: Transparency, Reputation, and Voting Rules

2007 ◽  
Vol 97 (1) ◽  
pp. 150-168 ◽  
Author(s):  
Gilat Levy
Keyword(s):  
Decision Making ◽  
Career Concerns ◽  
Decision Making Process ◽  
Voting Rules ◽  
The Public ◽  
Voting Rule ◽  
The Right

In this paper I analyze the effect of transparency on decision making in committees. I focus on committees whose members are motivated by career concerns. The main result is that when the decision-making process is secretive (when individual votes are not revealed to the public), committee members comply with preexisting biases. For example, if the voting rule demands a supermajority to accept a reform, individuals vote more often against reforms. Transparent committees are therefore more likely to accept reforms. I also find that coupled with the right voting rule, a secretive procedure may induce better decisions than a transparent one. (JEL D71, D72)

Knowledge management, Data Science and interlaboratory data in the generation of knowledge assets

2021 ◽  
Author(s):  
Ney Kassiano Ramos ◽  
Cristina Keiko Yamaguchi
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Data Science ◽  
Animal Health ◽  
Decision Making Process ◽  
Knowledge Assets ◽  
Science Technology ◽  
Management Discipline

In this book, the authors propose that information from different animal health laboratories (here known as interlaboratory data), can be examined using the Knowledge Management discipline and Data Science technology, generating knowledge assets, information that can be useful in animal diagnosis, scientific studies and in the laboratories’ decision making process.

Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sami Wasef Abuezhayeh ◽  
Les Ruddock ◽  
Issa Shehabat
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Decision Makers ◽  
Decision Making Process ◽  
Construction Sector ◽  
Content Type

Purpose The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP. Design/methodology/approach A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews. Findings The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance. Originality/value Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

scholarly journals MULTI CRITERIA DECISION MAKING – RANKING AND PROMOTING EMPLOYEES

2019 ◽  
Vol 31 (5) ◽  
pp. 1235-1241
Author(s):  
Marina Badarovska Mishevska
Keyword(s):  
Decision Making ◽  
Decision Problem ◽  
Decision Makers ◽  
Decision Making Process ◽  
Specific Situation ◽  
Mathematical Tool ◽  
Analytic Hierarchy ◽  
The Right ◽  
Term Performance ◽  
Hierarchy Process

The analytic hierarchy process (AHP) is a structured technique for organizing and analyzing complex decisions, based on mathematics and psychology. The method was developed by Thomas L. Saaty in the 1970s and has been extensively studied and refined since then. It has particular application in group decision making and is used around the world in a wide variety of decision situation. Rather than prescribing a "correct" decision, the AHP helps decision makers choose one that best suits their goal and their understanding of the problem. The technique provides a comprehensive and rational framework for structuring a decision problem, for representing and quantifying its elements, for relating those elements to overall goals, and for evaluating alternative solutions. Decision making is the choice of one alternative, from two or more, to which the course of the activity is directed and the problem is solved. The decision-making process is a rational attempt by the manager to achieve the goals of the organizational unit. The decision-making process can be thought of as a "brain and nervous system" of an enterprise. Decisions are made when a person wants things to be different in the future. Given each specific situation, making the right decisions is probably one of the most difficult challenges for managers. Managers in day-to-day work deliver programmed and unprogrammed decisions that solve simple or complex problems. Simple decisions have an impact on the short-term performance of the enterprise, and complex decisions have an impact on the long-term future and success of the enterprise. Users of the AHP first decompose their decision problem into a hierarchy of more easily comprehended sub-problems, each of which can be analyzed independently. Once the hierarchy is built, the decision makers systematically evaluate its various elements by comparing them to each other two at a time, with respect to their impact on an element above them in the hierarchy. The AHP converts these evaluations to numerical values that can be processed and compared over the entire range of the problem. In this article, it is explained the application of the AHP method in order to evaluate and promote employees in the enterprise "X" with several criteria. The obtained results enable the manager to evaluate the employees in an objective way and make an objective decision for their promotion. Its application for selecting the best among employees, in their assessment and promotion, allows managers to use a specific and mathematical tool to support the decision. This tool not only supports and qualifies decisions, it also allows managers to justify their choice, as well as to simulate possible results.

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