REDCENTRIC WHITE PAPER THE LEGAL LANDSCAPE HOW LAW FIRMS CAN GAIN A COMPETITIVE EDGE THROUGH INNOVATION AND TECHNOLOGY

Transcription

1 REDCENTRIC WHITE PAPER THE LEGAL LANDSCAPE HOW LAW FIRMS CAN GAIN A COMPETITIVE EDGE THROUGH INNOVATION AND TECHNOLOGY

2 INTRODUCTION: THE LEGAL LANDSCAPE The legal sector s uptake of outsourced IT solutions services that are hosted or managed by third parties - has been fairly measured to date, with the majority of adoption being in those fairly classical realms of managed networks, server colocation, data archiving and even external helpdesks. Understandably, the onus has been more on lightening the administrative and housekeeping load, minimising tin and maximising valuable time. The recent emergence, relatively speaking, of Cloud-based services has obviously added a new dimension to the outsourcing picture but less clear is whether it s added any dynamism. According to the latest Legal IT Landscapes report from LSN, 1 it could take two years for migration rates of key legal applications to the Cloud (think PMS, CMS, DMS, CRM etc) to hit the 60% mark. And could is the operative word because in a paradoxical follow up question, over half of respondents answered either undecided or not very likely to the question How likely is your firm to adopt Cloud-based solutions for its significant systems? THERE IS UNRELENTING PRESSURE ON CIOS AND IT TEAMS TO BOTH INNOVATE AND DIFFERENTIATE AT ONE END, AND SAVE MONEY AND DELIVER EFFICIENCIES AT THE OTHER. Such hesitancy makes you worry for the sector s ability to harness its IT options to the full. Forget about the terminology for the moment, as you could spend a whole article dissecting outsourcing, Cloud, hybrid, managed and all the other nuanced terms that just confuse the issue. For now let s settle for a clear distinction between on-premise (do it yourself) and offpremise (let someone else do it). The fact is that the emergence of Cloud and Cloud-based services has helped enrich the portfolios and strengthen the proposition of many off-premise providers, transforming them from old school IT commodity brokers to valued IT partners. Indeed those with end-toend portfolios can now talk of Cloud journeys, not forcing organisations into wholesale adoption of the Cloud for everything, but encouraging judicious use of multiple services as part of a hybrid on/off premise IT environment. Judicious because a solution has to be taken for the right make the business case reasons. A compelling solution isn t compelling because of how it is delivered but because of what it delivers. Nor do you need an avowed Cloud strategy to legitimise use of Cloud solutions it just needs to be the best solution of those available. Effecting rapid change According to a John Lennon lyric, life is what happens to you while you re busy making other plans. Well, while you re busy devising your Cloud plans, the legal life is going on all around you and with it, its uncanny knack of always looking to IT for the answers. Fix it, change it, speed it up, make it happen, save money, just do it - now! There is unrelenting pressure on CIOs and IT teams to both innovate and differentiate at one end and save money and deliver efficiencies at the other. And yet capital constraints and legacy infrastructure are gross inhibitors, lengthy procurement cycles breed inertia, and protracted provisioning undermines confidence and buy-in. There may be opportunities to capitalise on, or attritional pain points that need addressing, but how, and how now? You need the capability and capacity to deliver a pragmatic, urgent response to effect change rapidly and easily and starting today. Let s look at two examples of how the richer proposition now available from off-premise/ managed specialists translates into compelling discrete solutions for law firms wanting a) to end the enduring pressure sore of data management and backup and b) enable a new world of connectivity and collaboration through Unified Communications. DATA MANAGEMENT While most of the data-related headlines these days seem to revolve around high profile hacks and breaches, the law firm CIO will often find their data landscape coloured by more mundane daily aggravations - the failed back up, the corrupt tape, the accidental deletion of a file that s needed right now but the only copy of which is sitting on a disk halfway across town. Yes, data security is a major headache, but data storage is a pain somewhere else altogether. The volume of data held on corporate systems is growing exponentially, fuelled by the increasing use of rich content, remote working and . Today over 100 billion s are sent daily with 140 billion predicted by Even medium-sized organizations are now storing and backing up electronic data measured in terabytes, not gigabytes. And therein lies one of the key challenges facing IT departments devising an efficient, cost-effective data management solution when you re faced with a moving target. You can invest x now, but in 12 months time, the inexorable mushrooming of data could well outstrip your storage and tape-based or online back-up facilities; so worst case scenario is back to the drawing board for a new plan, best case is allocating yet more budget to feed the beast. But such a dilemma does rather throw into relief the fact that too often we are treating the symptoms riotous growth rather than the cause: a basic lack of rigour when it comes to data management.

3 Tier to value The simple truth is, we re guilty of storing way too much. We then backup anything and everything, which is an honest belt and braces approach that comes at a price. Storage is cheaper now than ever but there is still a not insignificant backup cost attached, especially when demands can grow by up to 50% annually. Moreover, one doesn t need everything on every data volume backed-up to primary or secondary storage: it s estimated that 70% of files and s on the average system will not have been accessed for six months or more. Having said that, there s also a small amount of data that s absolutely critical for normal operations, that needs to be replicated or backed up and accessible on an almost real-time basis. And in between is about 25% of data that s accessed regularly and is key to the normalcy of everyday working. Given these different grades or layers of data, given their widely varying value to the business, wouldn t it be sensible to treat them differently when it comes to storing and backing them up. The benefits of tiering your data read like an IT director s wish list: reduction of overall spend on data and information management; greater control over data growth by classifying and archiving inactive data; reduction of primary data and thus reduction of backup data and backup window, shortening disaster recovery times; increased data availability by lessening the load on primary servers and storage; and more resources, money and energy freed up to spend on added value projects. IMPORTANCE OF DATA ULTRA-CRITICAL DATA CRITICAL DATA IMPORTANT / LEGACY DATA PROCESS REPLICATION BACKUP ARCHIVE / COMPLICANCE TYPE OF DATA STORAGE 1 TIER HIGH AVAILABILITY / FAILOVER STORAGE 2 TIER FAST RECOVERY STORAGE 3 TIER ONLINE ARCHIVE 4 TIER NEARLINE ARCHIVE COSTS & DATA VOLUME HIGH COST & LOW DATA VOLUME MEDIUM COST & MEDIUM DATA VOLUME LOW COST & HIGH DATA VOLUME This diagram outlines the concept of multi-tier data management where a hierarchy is established and each data type is given the most apposite treatment: replication, back-up or archiving. BEFORE DATA MANAGEMENT WEEK 1 WEEK 6 WEEK 11 WEEK 16 WEEK 21 WEEK 26 WEEK 31 WEEK 36 WEEK 41 WEEK 46 WEEK 51 AFTER DATA MANAGEMENT WEEK 1 WEEK 6 WEEK 11 WEEK 16 WEEK 21 WEEK 26 WEEK 31 WEEK 36 WEEK 41 WEEK 46 WEEK 51 REPLICATED DATA ARCHIVE DATA DELETED DATA BACKUP DATA All data is backed up Annual data growth of 50% Backup data starts reducing after 30 days After completed roll out backup data reduced by 75% Annual data growth of 50% Here we see very clearly what happens when such a quantum shift in the dynamics of data storage is allowed to happen: with the majority of data moved to cheap tier 3 and 4 storage, and the remaining 20-30% placed in appropriate tier 1 and 2 environments, you end up with dramatically reduced primary storage and back-up volumes AND significantly enhanced Recovery Point and Recovery Time Objectives. THE OVERALL IMPACT OF TAKING A TIERED APPROACH TO DATA MANAGEMENT IS THAT COMPANIES BACKUP LESS, ARCHIVE MORE AND SECURE ULTRA-CRITICAL TO LEGACY DATA. BY UTILISING A HIERARCHICAL STORAGE SERVICE, COMPANIES CAN IDENTIFY, CATEGORISE, POLICE AND MANAGE THEIR DATA BASED ON TYPE, AGE AND VALUE TO THE BUSINESS.

4 Data tiering is a Cloud-based service that can be utilised as a simple discrete, one off solution; it can also fit into a longer/broader Cloud journey. However as we said earlier, does the delivery mechanism really matter if it makes a compelling case for adoption? Here s a solution that introduces the notion of a value-based hierarchy that doesn t just slavishly back up everything, treating all data as equal and failing to make data collections any more friendly from a recovery perspective, or indeed a financial one. Instead, it leverages technology, policy and business rules to allow for the easy archiving off of aged data, reducing the size and cost of the core back up volume, whilst also making replication of mission-critical data that much more accessible and affordable. Volumes reduced by half By changing the way they think about data and evaluating it according to its import to and impact on the business, law firms can put themselves back in charge of data situations that threaten to spiral out of control. One top 100 law firm that has successfully implemented the multitier data approach has seen primary data volumes reduced by 50% with a corresponding improvement in server and storage performance; it s a similar story with back-up windows and recovery times, with durations decreasing by 50%. Mailbox management effort has also been hugely minimised by archiving off inactive mail, which has in turn enhanced the day-to-day running of Exchange. It is saving thousands of pounds every month while taking advantage of a fully optimised data management solution: all end user data is now policed and actively managed; all archive data is taken offsite and replicated between two data centres for extra protection; and all remaining primary data is backed-up daily, available for immediate onsite or online recovery. The firm is currently considering adding the third tier, topping off the hierarchy with a layer of replication for ultra-critical data. While that may be seen as an indulgence by some, the ability to instantly roll-back ONE TOP 100 LAW FIRM THAT HAS SUCCESSFULLY IMPLEMENTED DATA TIERING HAS SEEN PRIMARY DATA VOLUMES REDUCED BY 50% WITH A CORRESPONDING IMPROVEMENT IN SERVER AND STORAGE PERFORMANCE. to the data of an hour ago could be deemed crucial by others. Data management that s based on tiering to value provides a very workable, cost-effective and efficient framework for greater data control, improved business continuity, heightened corporate governance, reduced vulnerability and exposure, and enhanced system and application performance. It is a good example of a pragmatic solution to an enduring problem that can make a difference not next year but right now. Yes, it is a Cloud-based service but the only strategy you need to embrace data management is one focused on practical improvement rather than theoretical change. UNIFIED COMMUNICATIONS If the latest business IT surveys are right, then collaboration is one of the top priorities for the year ahead and that means Unified Communications (UC) may at last move from the wings to centre stage. UC represents the convergence of multiple communications technologies into a single solution. It unifies multiple environments - ; SMS; instant messaging and group chat; voice, video calling and conferencing; directories, calendars and tasks into a single, easy to use environment accessible anytime, anywhere. It is, in short, a game changer. Research has indicated that UC deployments could save over 3m per year for every 1000 employees, through reduced travel expenditure, improved output, easier interaction, lower facilities charges, and the streamlining and consolidation of legacy platforms. UC adopters are already achieving 20% savings in travel budgets; seeing productivity gains of anything up to 60 minutes per employee per day; and accelerating project completions by up to 25%. 3 Dynamic connectivity Law firms are not immune to the wasteful, inefficient communication methods that are a universal plague on enterprise. The irony is that more modern technology hasn t really helped speed things up at all the latency of decision-making has arguably been made worse by tennis and voic tag, while our desire to put ourselves through the horrors of a lengthy journey by road or public transport for the sake of an hour s meeting seems quite undimmed. And yet such behaviour is hugely counter-productive, costly, moralesapping and the antithesis of the sort of concise, sharp, dynamic connectivity that saves time, accelerates projects, strips out cost, boosts productivity and quite possibly preserves sanity. UC may be gaining momentum in legal because it s seen as an enabler for collaborative effort (document sharing, a three way client call, or team video conference for example) but it should be seen as a far more fundamental development than just the addition of some new comms tools.

5 YOU DON T NEED A CLOUD STRATEGY TO BENEFIT FROM CLOUD-BASED UC It is a concept that could not just transform our desktop environment (for so long dominated by living in Outlook) but how we communicate and interact with one another every day, in exactly the same way that created a whole new communications universe. The groundwork has already been laid in one respect. Interestingly for legal technology, where so many new initiatives fail to deliver because of pushback from the fee-earning floor, there s strong evidence that UC is seeing as much pull as push : fee earners are keen to introduce the tools into their working lives because they have already experienced the benefits as consumers, with presence, messaging and video calls an everyday part of Facebook, WhatsApp and Skype life. This is not a technology that s being imposed from above, it s one that s being positively embraced from below. The reality of UC now And that s good news at a time when cost reduction and efficiency are still on the legal agenda, and firms are looking for viable solutions. UC has the potential to recast the operational landscape, putting an end to the waste of time, money and resources inherent in pointless phone calls, redundant s, duplicate accounts, myriad devices, slow decision making, constrained team working, and offsite meetings and trips away. But the challenge is how you make UC happen today. On-premise deployment of UC is a major project, big on capital expense, bigger still when it comes to having the skill sets to get things right. It is enough of a financial and technical mountain to climb to prompt the sort of deferral that so often undermines innovative enterprise projects; and yet the needs and wants of fee earners remain, the potential for firm-wide gains remains, all those opportunities inherent in a more connected world lie untapped. So what if an off-premise solution could deliver the reality of UC now? There are service providers that can deliver the full spectrum of UC capabilities giving you access to every element from a single vendor. Bringing together the three elements that underpin effective UC deployments: a converged IP telephony environment; best-of-breed communication and productivity tools; and fully managed, cloud-based delivery that assumes the burden of risk and cost while assuring the quality of performance and support. For clients that translates into a flexible, fast-track route to the world of UC with nothing to pay other than your per seat per month costs no licensing costs, no hardware to house, no software to purchase, no skill sets to buy, no upgrades to keep funding. Critically, the solution is also complemented by a migration strategy. How else do you reconcile the notion of UC now with the barriers presented by insufficient infrastructure, existing telephony systems and contracts still only at mid-term? Few firms will be lucky enough to be at that end-of-life/endof-term sweetspot when they make their UC decision, and many may also lack the basic foundations for UC. Providers have to be able to plug those gaps, and unpick the often complex, multi-vendor on-premise arrangements too delivering the technology is one thing, but you have to effect the transition too, preferably without delay, penalty or undue pain. CONCLUSION You don t need a Cloud strategy to benefit from Cloud-based UC. Like Data Management here s a discrete solution that can be implemented today, its off-premise nature knocking down the barriers of cost, skilled resource and risk, and its accompanying migration wrap suitably designed to overcome legacy issues and secure a smooth, rapid transition to a new order. No-one needs to feel they have to consume Cloud completely. And you can take your time devising your strategy. But there is real merit in having a taste right now. REFERENCES 1. Legal IT Landscapes 2015 Top 100 firms report, Legal Support Network 2. Statistics Report, , The Radicati Group 3. Achieving Cost and Resource Savings with Unified Communications, Microsoft NO-ONE NEEDS TO FEEL THEY HAVE TO CONSUME CLOUD COMPLETELY. AND YOU CAN TAKE YOUR TIME DEVISING YOUR STRATEGY. BUT THERE IS REAL MERIT IN HAVING A TASTE RIGHT NOW. Redcentric Solutions Ltd. Registered Office Address: Central House, Beckwith Knowle, Harrogate HG3 1UG. Registered Company Number REDCENTRICPLC.COM

6 HARROGATE (HEAD OFFICE) Central House Beckwith Knowle Harrogate HG3 1UG THEALE 2 Commerce Park Brunel Road Theale Reading RG7 4AB CAMBRIDGE Newton House Cambridge Business Park Cowley Road Cambridge CB4 0WZ READING 3-5 Worton Drive Reading RG2 0TG LONDON John Stow House 18 Bevis Marks London EC3A 7JB HYDE Unit B, SK14 Industrial Park Broadway Hyde SK14 4QF INDIA & Block II, 4th Floor, White House Kundan Bagh, Begumpet Hyderabad info@redcentricplc.com