Inside Practice’s Post

Transcript

So you and I were on a panel in just a few months ago in New York on and it was such an interesting topic and I want to do a podcast again when I know your schedule is crazy. But maybe we can touch on what we talked about there because I got a lot of feedback afterwards like, wow, that was really good and really interesting. And we were talking about just the organizational dynamics that AI brings to the table and like where it sits, where does it live? Does it live? Innovation, does it live in KM? Does it live in IT? You could make an argument for anywhere all of that and you know, you brought up some good points about culture and like. Maybe, maybe we can, you can you can recap of what we talked about then. But how? How do you feel like culture? Influences organizational design in a firm so I've been three big law firms and in my career path and culture drives so much it drives the people that are in position of power it drives, you know where different skill sets sit in different tasks sit I mean you and I've talked about this and my first firm it was I firmly focused on knowledge management and yes, I had innovation a little bit, but that was spread in different areas moving into. Where I wasn't Sherman and Sterling, it was a mixed bag of sanctions and conflicts and KM and innovation and IT and all all of these things together. It's very different no matter where you go and, and culture is always going to be king. It's, you know, they, the culture is going to be strategy for, for lunch every day, as as the saying goes. But what else is this? And we talked about this on that panel. There's no wrong answer to where AI and innovation should sit. I'm a big believer in the innovation sits everywhere. Yeah, you, you need to have point people that will help challenge and help drive the innovation and asking the right questions. But everybody needs to be innovative. And I, I sit in a unique seat that I get to help ask those questions of all different groups all the time. But like great examples right now. I've I've been traveling a lot lately and talking about the secretary of today and the paralegal of today and challenging that norm, you know, so many times. People look at the word improvement as a bad word. It's not. It means the world around us has changed. Therefore, we should figure out how we need to change and how we need to pivot. So to me, that's innovation. All of us should innovate how we're working, what we're doing, how we're collaborating, all of that on a daily basis. Innovation can happen in HR, it can happen in IT, it can happen in knowledge management, it can happen everywhere. I'm also, again, a firm believer in that you need to have a driving force. So the way we're structuring is we're putting innovation in AI. OK. That gives you they're going to be a driving force task. A lot of those questions part of the title of the job that you're recruiting, right. Recruiting for right now is chief knowledge and I officer absolutely. You know anyone give me a call. Give me a call. But I would say that having a team that's forced and asking the right questions to help people innovate is always pivotal because a lot of times we are operationally drowning in just the day-to-day. But having those paused moments to say how can I do this better just because we've done it the same way for 10 years or even 2 years, There's new tech today to do it differently and could AI help us do this differently? Those types of things. So to me, innovation needs to be pervasive. Needs to be everywhere. Everyone needs to be open to innovation and open to AI. Being kind of your buddy and walking along that journey, but also having a team that's dedicated to help ask those right questions when they need to be asked is also a need.