digit-ally accelerator lab · partner technologist compliance and km lead major corporates sales...

Digit-ALLY Accelerator LabModels for Driving Data Driven Services Adoption

Strictly Private and Confidential

Derek Southall, Founder and CEO of Hyperscale Group Limited

September 2020

www.hyperscalegroup.com

Who is Hyperscale Group?

Derek SouthallFounder

• Advisory services relating to Innovation, Digital and Technology • We work for in house legal team, law firms, accountants, strategic

consultancies, major corporates, venture capitalists and litigation funders• Led by former global law firm equity partner, head of strategic development,

compliance, technology, innovation and digital and sales/sector partner• Helped drive law firm growth from £27mil to £450mil• Ranked by FT as one of top 3 most innovative lawyers in UK based on client

feedback• Took firm to be ranked by FT as second most innovative in Europe • Legal Business Most Enterprising Law firm and Legal Technology Team of the

Year • Former client partner to multiple household name Major Corporate clients• Founder member of ww.litig.org and www.intuityalliance.com • Advisory Board member of the Institute for Global Innovation

(400 multi-disciplinary academics trying to solve the world’s biggest problems)

Who am I?

LAWYER

EQUITY PARTNER

TECHNOLOGISTCOMPLIANCE AND KM LEAD

MAJOR CORPORATES

SALES PARTNER

HEAD OF STRATEGIC

DEVELOPMENT

KEY CLIENT ACCOUNT PARTNER

HEAD OF INNOVATION AND DIGITAL

START UP INVESTOR

1 OFFICE1 COUNTRY

£27m TURNOVER327 people

18 OFFICES10 COUNTRIES

£450m TURNOVER

4000 people

1994

BASIC IT/GROWTH

PAINS

STRONG IT/ LEADING

INNOVATION FIRM

2017

Data Driven Services – What we are going to Cover today?

The Challenges Some of the Models

People Communication

My Preferred Framework

Data Driven Services – What we are going to Cover today




NOW

WHY

THE

OUTCOMETHREATS BUT HUGE

OPPORTUNITY

Digital Basics

“The Digital Onion” – The Challenge for law firms?

Enabling Technology

Digital Futures

INCREASED DIFFICULTY,

LOWER ROI, NEED TO PARTNER, LOW

CODE PLATFORMS

“REAL LEGAL TECH”

CLIENT REQUIREMENTS

DATA TWO WAYTRANSFER

MULTIPLE PLATFORMS

Choosing the right tools…

What do you want from Data Driven Services?

The Reality of Implementing Data Driven Services?

Product/turnkey Low/No Code Toolkits

YOUR PRODUCT CHOICES

MINIMAL EFFORT

LOW EFFORT

TIME YOU DON’T HAVE!

WHAT IS YOUR TIME

WORTH?

WHAT WILL GIVE YOU THE

BIGGEST RETURN ON

YOUR EFFORTS?

SOME TURNKEY LEGAL PRODUCTS (INC DATA DRIVEN SERVICES)

Remember – your job is to make the right

things happen….

Other Models:

1) Partnering - ALSPs/other

2) Contracted AI

3) Interim resources

Models to Drive Progress

Some thoughts: Digital Fitness, Metrics

and ARR

KEY QUESTION: WHAT ARE YOUR EXPECTATIONS OF A LEGAL TEAM IN C21?

Innovation – 3 Areas to get right

Legal Innovation

Innovation in the delivery of law

Business of law innovation

Being Structured in new ways to deliver services

DATA DRIVEN SERVICES

Digital Innovation

Using technology to drive new products and improve efficiency and service delivery DATA DRIVEN SERVICES

Define Success?Maturity?



Four Approaches to InnovationThe 5-5-5 Approach

Teams of 5: Break your company into teams of five people. Emphasising diversity in the group by gender, age and expertise.Only 5 people: With a team of five, there’s no need for an organisation or communication plan. Information is allowed to flow freely with idea diversity.£500 or £5000: Allocate a budget for each team, enough for the team to try a few experiments.5 days or 5 weeks: Give the teams a short fixed amount of time to run experiments to see if their idea has value and traction. The time should be adequately short that there are no negative effects if nothing useful materializes.

How to ensure the 5-5-5 Innovation Approach works1. The team must be encouraged to be creative and test idea that might have been distracting or unusual in other

contexts2. Remind teams that failure is fine, except for not trying new and different ideas3. The best idea(s) should win, as a competition and determined by the team.4. Collaboration is essential, if one team succeeds in reaching the goal then everyone wins.5. Collaboration should be encouraged and rewarded.6. Collect experiment data: Data is integral so ensure that teams have identified their goal and understand their

KPI’s.

1

Tuesday

Four Approaches to Innovationoogle Ventures Sprint Approach

Speed and reality are the key in this approach.A 5 day process in which participants take their time to map out the problem and agree on an initial target.

The outcome of the Sprint is a realistic prototype which is tested with real people.A Diverse Team

• Decider: Someone who understand the depth of the problem and can portray an opinion• Finance Expert: Someone who understands the flow of money• Marketing Expert: Someone who can craft messages and positioning• Customer Expert: Someone who regularly talks to customers• Tech/logistics Expert: A CTO who knows how to build and then deliver the product• Design Expert: An expert in designing products

Monday Wednesday Thursday Friday

Define the problemDefine why to do itVisualise the future

Individual work to find solutions

Look at existing solutions

Remix previous ideas

The Decision DayEach participant decides on the

solution to prototypeCritique the solution

Building a prototype to elicit emotions and answers on

Friday

Interview 5 potential customers

Watch them react to the prototype

Capture their thoughts

The Process

Creating Building Learning

2

Four Approaches to InnovationAmazon and the Press Release

The Goal is to drive simplicity through a continuous, explicit customer focus“In the fine grained services approach that we use at Amazon, services do not only represent a software structure but also the organisational structure. The services have a strong ownership model, which combined with the small team size is intended to make it very easy to innovate. In some sense you can see these services as small start-ups

within the walls of a bigger company.” Working Backward, Werner Vogel's Blog Post in November 2006

The Four Steps1. Writing the Press Release: Nail a simple way to describe what the product does and why, what are the

features/benefits. It must be clear and concise. Visualise how the world will see it, not just internally.2. Write a Frequently Asked Questions (FAQ) document. Add questions which arise from step 1, from others

who asked when the PR was shared and include questions which define the products usefulness.3. Define customer experience: Describe it in precise detail, with all the different uses. The goal is to tell stories

of how a customer is solving their problems with your product4. Write the User Manual : 3 sections: Concepts – How To - Reference

3

Four Approaches to InnovationMix and Match – Sprint Outputs with Amazon4

This model adds detail into the Amazon PR approach and combines it with the outcomes of the Google Sprint for internal buy-in and fine-tuned understanding of the innovation approach. It includes a Press Release, a Customer

Quote Facts Paragraph, Customer FAQ and Mini-Sprint

Press Release Title: Start with a name for the new product or service. It should have a ‘hook’ and be customer centric to be understandable. It should sum up in the most simple and direct way

what you are announcing and the problem it is addressing, followed by date of release and author.

The following details to support could be a couple of paragraphs about how the new product/service works: Clarifying the important facts.

Additional Details: A quote or someone working on the project. Or some background on how it fits into other services or what it replaces.

Customer FAQs: Create a simple Q&A format which anticipate customer questions whilst explaining the service from their perspective. With accessible and non-technical language

wherever able.

THE INNOVATION CHALLENGE - A BLUEPRINT

- NINJA - MORE OPPORTUNISTIC - “EXECUTE” MINDSET - PROBLEM STATEMENT DRIVEN - TEAM FOCUS - DISRUPTIVE TECH STARTPOINT

- DOMAIN EXPERIENCE - EXECUTE AND MOVE ON - SMALLER TEAMS/LESS RESOURCE - SMALLER BUDGET - WEAKER DATA GOVERNANCE

- SMALLER PROJECTS BENEFITTING LESS PEOPLE - NEW KIDS ON THE BLOCK - THINK THEY UNDERSTAND TECHNOLOGY BUT IN REALITY, ONE STEP REMOVED

- TACKLING PROJECTS NO ONE HAS NEVER SOLVED - OFTEN THINK THEY CAN DO THE JOB OF TECHNOLOGISTS/OPS PEOPLE

- SAMURI - PROCESS DRIVEN - LONG TERM MINDSET - OPERATING MODEL OUTLOOK - MACRO BUDGET VIEW - DIGITAL BASICS STARTPOINT

- LESS DOMAIN EXPERIENCE - HAVE TO “LIVE WITH” THE WORK THEY DO - LARGER TEAMS/DEEPER RESOURCE - LARGER BUDGETS

- STRONGER DATA GOVERNANCE - BIGGER PROJECTS WITH SCALE - DEAL WITH ESTABLISHED PLAYERS - THINK THEY UNDERSTAND HOW LAWYERS

- WORK/THEIR NEEDS BUT IN REALITY ARE ONE STEP REMOVED - TACKLING ESTABLISHED PROJECTS WITH BEST PRACTICE APPROACHES

- OFTEN THINK THEY CAN DO THE JOB OF INNOVATION PROFESSIONALS

TECHNOLOGY

PEOPLE

INNOVATION

PEOPLE TECHNOLOGY

DIGITAL

INNOVATION

THE DIVIDE

WE NEED TO

OVERCOME

KEY OBJECTIVE

WORKING AS A

TEAM AND

“PLAYING NICELY”

KEY OBJECTIVE

MAKING THINGS

HAPPEN AS OPPOSED

TO DOING THINGS

KEY OBJECTIVE

BUILD CAPABILITIES

RATHER THAN

POINT SOLUTIONS

Innovation Leadership – lars sudmann

www.hyperscalegroup.com

“The biggest barrier to innovation is

engaging lawyers”Acritas research Sept 2020

David Morley’s answer….

“A&O will become the most advanced

firm in the world”

Telling the Story- the Rich Picture

INNOVATION WORKPLACE CHANNEL

Data Drive Services - My Preferred Framework

Ecosystem Canvas

Capability Mapping

Modular Building/Comms

DRIVING AND IMPROVING YOUR DATA DRIVEN SERVICES

COMPONENT 1: The Invisible Advantage Map

LeadershipHow leaders influence innovation

through explicit decisions and

subtle behaviors.

Structure & ProcessesThe formal and informal

organizing principles,

structures and processes that

enable (or inhibit)

collaboration and guide

mindsets and behavior.

TechnologyCapabilities and tools that

allow employees, external

partners and customers to

connect, share knowledge

and innovate.

MetricsThe stated and assumed

success measures that support

and drive innovation-related

business objectives, mindsets

and behaviors.

PeopleThe mindsets and skillsets

tied to creative thinking,

generating new ideas, testing

new concepts, and executing

new opportunities.

Rewards & RecognitionThe formal and informal ways

people are recognized and

rewarded for innovation-related

behavior and results.

InnovationIntent

• Create quarterly or annual innovation awards

• Give free time as an award

• Give gift cards as an award

• Create an “Innovation Wall of Fame”

• Define innovation portfolio

• Promote experimentation

• Tell innovation stories

• Provide sponsorship & implement this innovation map!

• Recruit and staff teams with diverse mindsets &

skill sets

• Provide innovation training

• Give people free time to experiment

• Promote networking lunches

• Create open meeting spaces

• Launch an “Idea Management System”

• Provide “toolkits” with innovation models and templates

• Create intranet site for sharing tools, resources, and stories

• Create external site for sharing tools, resources, and stories

• Build Innovation Lab

• Create Cross-functional innovation teams

• Establish Internal innovation process

• Create “Open innovation” process for external ideas

• Percent of funding for game changers versus

incremental innovation

• Percent of senior executive time focused on the future

versus operations

• Percent of new innovations that come from external

sources like partnerships, crowdsourcing or open

innovation

(Soren Kaplan,

2017)

2020 2021 2022 2023 2024 2025

Target StateInitial State

10

9

8

7

6

5

4

3

2

1

New Investment A B C D E

Cost per desktop T U V W X

COMPONENT 2:Capability, Maturity and Investment Timeline

Sub –optimal

Digital Basics Enabling Technologies Data Driven Technologies

Milestone review

Milestone review

Milestone review

Milestone review

1.1 Practice Management Systems1.2 ERP Systems1.3 Accounts Systems1.4 Time Recording Systems1.5 Document and email managementSystems

1.6 Email Systems1.7 Virus Protection

1.8 Records Management Systems1.9 Office 3652.0 Document Comparison Systems2.1 Template Management Systems2.2 Content Management Systems2.3 Document Comparison2.4 Ethical Wall Software2.5 Risk Management Systems

2.6 Case Management2.7 Matter Management2.8 Workflow2.9 Collaboration Tools3.0 CRM Systems3.1 Office 3653.2 Webcasting Tools3.3 Video Conferencing

3.4 CAD Systems3.5 Contract Management Systems3.6 E Learning 3.7 Document Automation3.8 Dealrooms3.9 Portals4.0 Digital Signatures

4.1 Dashboards4.2 E Disclosure Systems4.3 KM Systems4.4 E Learning Systems

4.5 AI4.6 Intelligent Document Review4,7 RPA4.8 Bots and API Linked Bots4.9 RegTech Systems5.0 Data Analytics5.1 Reporting Software5.2 Blockchain

5.3 Platforms 5.4 Office 365

3.3

3.3

2.3

2.3

2.6

2.6

4.5

4.55.1

5.1

World Class

Current: X% Target: Y% Current: X%Current: X% Target: Y%Target: Y%

1.9

1.9

COMPONENT 3: The Modular Approach

“DISCUSSION”

Email

[email protected]

Telephone

+44(0)333 772 2255

Contact Us

Derek Southall

digit-ally accelerator lab · partner technologist compliance and km lead major corporates sales...

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