Day two: Thursday 12 June 2014

09.00 Chairman's opening remarks
Neil Cameron, Managing Director, Neil Cameron Consulting Group (NCCG)

09.05 Interview: Outsourcing, insourcing, rightsourcing?
Whether it be outsourcing, de-outsourcing, nearshoring or relocation the options are endless when it comes to managing non-core business services. This interview will take a practical look at the key considerations of outsourcing and will touch on some of the less well documented side effects associated with restructuring your non-core activities.

Nathan Hayes, IT director, Osborne Clarke


09.40 Best practice information governance - balancing risk and opportunity
Marketing professionals salivate at the opportunities that big data can provide, pulling key insights from huge stores of data to guide the business's most strategic decisions. However, big data may also equal big risk. It's a challenge to protect vast amounts of data from a great variety of sources and that may contain many unexpected privacy land-mines. If your enterprise wants big data benefits with minimal risk, then you need to start building your overall information governance plan now.

Chair: Matthew Ravden, chief strategy officer, Mimecast
Richard Elson, director of information services, Trowers & Hamlins
Karen Jacks, IT Director, Bird & Bird
Adam Munns, enterprise architect, RPC


10.25 Networking break and refreshments

10.45 Discussion: from theoretical innovation to practical nirvana - making hard change easier 
Client, competitive and internal pressures are forcing firms to change business models and practices. In response, organisations are looking to adopt new technologies and new business practices. But, as any IT professional knows, executing change that is actually welcomed by lawyers and truly delivers promised results can be a difficult proposition. Even if technologies work flawlessly, navigating change management and user adoption are complex and risky pursuits (particularly in a world where the status quo is comfortable and fine enough for many). This session will explore proven approaches IT can take to make innovation stick and enable significant improvement at any firm.

John Hall, chief executive officer, Intapp
Gavin Gray, chief information officer, Perkins Coie


11.30 Interactive focus group 


A: Turning data into actionable insight for partners
Professional service organisations have a slew of data, and the volume of data is exploding. Getting the most value from data by turning into useful management information and analysis is increasingly key to differentiating. However, legal firms often struggle to get the value they expect using commonly available technology- like spreadsheets - and have problems getting their data into good shape, acquiring the skills they need and building an analytic culture. When they do get it right - the value returned can be massive, and enable them to be far more agile when it comes to spotting issues and opportunities. This session will look at three areas: what's happening in the BI market place ; how legal firms can get insight from data and the future for data and analytics.

Darryl Angell, sector manager for professional services, Qlik
Julie Berry, director of infrastructure and IT, RPC


B: "Your partners cannot have personal printers" - so what next?
Clients who are from the banking sector or other highly regulated professions are increasingly making information security demands that are difficult to deliver on. As soon as one law firms accepts that partners cannot have personal printers, the others have to fall into line or risk losing valuable clients.

Paul Martin, Legal Industry expert, Lexmark


12.30 Lunch - sponsored by DocsCorp


13.30 Panel: Legal Project Management - regardless of the technology, how do you get your lawyers to use it?
No technology is worthwhile if it isn't adopted by the user base, but this challenge is particularly acute when it comes to Legal Project Management. Changing lawyer behaviour to treat a legal matter like a true project, with phases, tasks, activities, milestones, scope control, deadlines, etc. can be a monumental task. This panel will discuss some of the challenges and opportunities associated with technology change management in general, and specially with LPM.

Chair: Patrick Hurley, vice president, global implementation, Thomson Reuters
Janet Day, director of IT, Berwin Leighton Paisner
David Aird, IT director, DAC Beachcroft
Bruna Pellicci, IT director, Ashurst


14.15 Matter costing, pricing & management (LPM) - from guesstimate to accurate analysis
The unscientific nature of the legal profession can be exposed when a new matter comes in and the client wants a realistic price. How much will it cost? Do we have the resources? What are the risks of unforeseen curveballs? Oh and of course, what is the client willing to pay? LPM encapsulates this process and It can provide the ointment to keep control of the process. This session will explore the intricacies of LPM and discover how costing pricing and management can be more than a guesstimate.

Andy Sparkes, general manager - enterprise division, LexisNexis


15.00 End of conference day two


19.00 Networking reception - sponsored by Intapp

19.45 Gala dinner - sponsored by BigHand

* Dress code is 'dress to impress'.  Tuxedos and bow-ties are not required, please think cocktail party attire with a creative flair.

View day three - Friday 13 June 2014
















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