Priorities for 2021 and beyond: advancing and maximizing the library’s value
In today’s ever-changing environment, we recommend that firms focus on three areas of library management not only to respond to the moment, but to strategically position the library and the firm for the future. The three areas are cost management; staffing and service delivery; and a new focus on how libraries can serve firms’ client-facing efforts.
Cost management
- Law firms are expected to focus on cost management, particularly in relation to their libraries and information sources.
- Sole provider initiatives for online research services are predicted to continue, leading more firms to move in that direction.
- Law firms are encouraged to implement procurement strategies for library content and prioritize necessary information sources, including advocating for the elimination of redundant or low-use content and reimagining content acquisition and distribution.
Talent and service delivery
- Law firms should reevaluate their library service delivery models, considering remote or off-premise options for most library roles and reevaluating all library services.
- Law firms should assess the resource model for each library function, considering remote positions for non-specialized tasks and potential on-site roles for specialized functions that require more interaction with attorneys.
- Law firms may consider outsourcing non-differentiating functions in the lower quadrants, allowing them to focus internal resources on specialized skills that can differentiate the firm, such as high-value legal and non-legal research. Reinvesting savings in differentiating services is recommended.
Client-centric focus
Law firms need to differentiate themselves by producing value-add for clients, and information professionals are well-suited to support innovation initiatives and new service offerings that leverage their unique skill sets.Firms should consider utilizing the skills of their existing personnel to provide additional services and explore outsourcing routine tasks to free up resources for more direct contributions to the firm, addressing the staffing gap and potentially building new profit centers.Putting librarians to a higher value use can be a win-win for all— improving their job satisfaction, increasing client satisfaction through lower cost delivery of legal services, and potentially building net new profit centers for the firm.
For the full report, download the PDF.
- Information management
- Law firm library
- Research
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