On your bike

Everyone’s talking about the ‘Boris Bikes’ cycle hire scheme in London. If you work in the City you have no doubt seen the docking stations popping up all over the place – and an impressive number of people whizzing about, with briefcases secured in the front baskets and lights flashing. Although, I have noted that Mr Johnson himself is sticking with his own trusty ‘steed’, on the occasions where he has pedalled past me on London Bridge.

There are obvious comparisons to be made with cities elsewhere in the world, which have been operating similar schemes in a bid to encourage greener travel and people are already chatting about the aesthetics and functionality of the London bikes compared to those deployed in Paris.

It's a great idea, albeit an ambitious one. Sceptics have been quick to point out that the bikes are highly likely to be vandalised or stolen, if not wrapped around lamp posts. And that brings up the issue of helmets: do we have to wear them? Should they be supplied with the bikes?

These questions don’t quite take the shine off the project; it’s benefits are clear and if the organisers manage to pull it off, the Boris Bikes will likely be remembered as one of the most innovative transport schemes to be introduced to the City in a long time.

It’s a reminder that true innovation means stepping outside of our comfort zone and taking risks – measured risk, perhaps, but if we don’t challenge the norm how do we ever progress or stand out from the crowd?

This seems to be the overriding theme in this issue, which in many ways serves as a summary of where KM has been and where it is headed. Both Lee Bryant and Andrew Hedley explore the opportunities and threats for knowledge professionals, from different perspectives. Bryant looks at the relationship between IT and KIM, among other key themes. Hedley discusses how KM can be aligned more closely with firm-wide strategy and business development – arguing that in order to be truly successful, KM in many firms needs to be completely repositioned.

“Of course, such a role is strikingly different to that which many knowledge professionals currently fulfil,” Says Hedley. “For some it will be seen as a great opportunity, while for others it will not be a career route they wish to follow.”

The first group, he concludes, will be small in number but will have a huge impact on the future success of their firms.

Perhaps the decision isn’t dissimilar to that of remaining in the car with the air con switched on, or leaving it at home and getting on your bike…

Kate Clifton
Managing editor

Features

Case study: Mills & Reeve This article is for subscribers only
Before becoming KM partner at Mills & Reeve, Duncan Ogilvy spent a period as managing partner of the firm. Perhaps it is this dual experience that gives him a high-level strategic outlook that makes it easier for him to translate KM activities to broader business concerns such as succession planning. Although some might view succession planning as sitting outside of the box of traditional KM, Ogilvy not only views it as an essential business consideration, but one in which KM can offer some solutions. “Succession planning is a very serious consideration although I suspect that it often gets overlooked in all firms,” he says. “My particular responsibility is knowledge management and there are aspects of that experience that can be brought to the smooth running of a law firm – for example, in ways of avoiding reinventing the wheel or helping to make internal connections.”

The genesis of iFreshfields This article is for subscribers only
The concept of successful knowledge management (KM) has changed radically over the past 15 years along with the need for efficiency and improved profitability. Social networking and Web 2.0 tools enable like-minded people to collaborate remotely around the globe, which contributes to enhanced business performance and efficiency. As professional services firms rely heavily on the intellectual capabilities of their employees, improvements by such firms in the provision and accessibility of rich knowledge to their workers are critical to the delivery of effective business strategies and cost savings.

Q&A This article is for subscribers only
Harriet Creamer discusses how KM can help firms drive efficiency with respect to alternative billing arrangements

Supply and demand This article is for subscribers only
In the last edition, I wrote a flowery article about two cultural hindrances to the flow of knowledge. First we looked at ‘tall poppy syndrome’ where people are reluctant to share for fear of getting ‘cut down’ by their peers. Then we explored ‘shrinking violet syndrome’, where people are overcome by a sense of corporate humility, and don’t believe that they have anything worthwhile to share with others.

Regulars

Thought leader: Land of promise This article is for subscribers only
The enduring market for legal services, with supply significantly exceeding demand, means that law firms are being challenged by their clients to deliver their services better, faster and cheaper than ever before. Impending deregulation seems set to be a further catalyst for this now established trend. A wide range of conversations with managing partners reveals that increased activity is not being commensurately matched with increased revenue. Firms are running harder to stand still and the long term prognosis for profitability is bleak, unless a different operating model can be introduced.