Introduction
Law firm leaders have recognized the role of library/information service departments in the virtual environment over the past two years. When COVID lockdowns required remote working, law librarians provided 24/7 legal research and access to keep the firm operating. In 2021, librarians evaluated temporary and permanent changes. In 2022, libraries should capitalize on those gains and expand their provision of services.
We recommend libraries focus on these three priorities for 2022 and beyond:
- Optimization of client services;
- Cross-functional collaboration; and
- The evolution of library structure and roles.
Optimization of client services
Law firm libraries should strive to be client-centric in order to help firms differentiate themselves from competitors. This involves library leadership being aware of the firm's client service needs, and creatively thinking of ways the library's capabilities can help meet those needs. Some areas where the library can contribute include the following.
Diversity and ESG issues
Law firms and clients prioritize environmental, social, and governance (ESG) issues, as well as diversity, equity, and inclusion. The library can help the firm meet these goals by researching supplier policies, providing business and competitive intelligence, and establishing news alerts for attorneys to monitor social issues relevant to clients.
Resource centers and self-service tools
Many law firms created COVID-19 resource centers during the pandemic, offering articles, regulatory updates, and litigation trackers. Information professionals in the firm can recommend and curate content for these and similar resource centers. Additionally, some firms are exploring self-service forms or apps for clients, allowing them to find answers to simple issues without involving lawyers. Information professionals can support these projects by identifying vendors, conducting testing, gathering feedback, and finding relevant third-party data.
Cross-functional collaboration
Greater internal collaboration supports efficient law firm operations. By taking a fresh look at how the firm’s information professionals currently engage or could engage not just with the firm’s fee earners, but also with other operational departments, the firm can improve productivity and reduce the chances for redundancy of efforts.
- Integrated workflows: Collaborating with librarians can enhance administrative groups' workflows, as librarians' information management and research skills can provide value in areas such as new business intake, information governance, and competitive intelligence, leading to streamlined internal processes and increased efficiency.
- Data curation and management: Law firm information professionals have valuable contributions to offer in leveraging and managing data for the benefit of clients, ranging from locating internal work product, exploring new ways to leverage internal data through tools like SharePoint portals, taxonomy development, and the creation of knowledge management (KM) tools and programs.
- Software or resource procurement and adoption: Because librarians access and utilize an extensive number of databases, tools, and systems on a daily basis, they are in a unique position to assist with the firm’s technology procurement efforts.
- Innovation: The skill sets of the law firm librarian can be leveraged to support innovation initiatives including APIs, document automation, AI/machine learning projects, data analytics, and more.
By taking a fresh look at how the firm’s information professionals currently engage or could engage not just with the firm’s fee earners, but also with other operational departments, the firm can improve productivity and reduce the chances for redundancy of efforts.
Evolution of the library structure and roles
Specific strategies to consider in 2022 for transforming the library's structure and operating model include the following:
- Outsourcing: As a first priority, consider delegating or outsourcing less-complex tasks, such as article retrieval, in order to free up the firm’s librarians and data analysts for higher-value research projects.
- Leadership transition: A significant amount of turnover in leadership ranks is anticipated in law firms, with one-third expecting departures and retirements from their library departments in the near term and nearly 50% within the next three years, according to our 2021 BLISS survey. This highlights the need for proactive succession planning that includes reimagining leadership roles, department structure, and alignment within the organization.
- Remote workforce support: Law firm libraries need to adapt to the changing landscape of remote work by expanding their outreach efforts and providing virtual trainings and research consultations, as firms expect a significant decrease in office space usage and anticipate a shift away from traditional business hours.
- Evolution of roles: A fresh look at roles and staffing within the information services department is essential for supporting future law firms, including prioritizing knowledge management projects, empowering researchers, enhancing outreach to remote workers, and creating new positions to meet evolving needs.
Momentum for knowledge management projects and competitive intelligence roles will continue to gain speed over the next year.
Conclusion
The law firm library has proven its value during recent disruptions, and with careful consideration, leadership teams can enhance its role in the firm's growth in 2022 and beyond. By leveraging the strengths of information professionals, collaborating across the firm, and transforming day-to-day operations, law firms can secure a competitive advantage by rethinking the function of their library departments for the changing marketplace.
To read the full report, download the PDF.
- Business operations
- Information management
- Research
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