SpotDraft is the fastest growing, end-to-end contract-automation platform for new age companies. Some of the world’s most innovative companies use SpotDraft to manage the backbone of their businesses – contracts. SpotDraft is backed by a marquee set of investors such as Binny Bansal (Founder: Flipkart), Girish Mathrubootham (Founder: Freshworks) and Lee Fixel (Ex-MD: Tiger Global).
Drive product impact by proposing and conducting quantitative research into key user behaviors – in partnership with product managers, engineers, designers and other team members
Work with Product Managers to ensure the right instrumentation is set up for product features that are being launched
Develop an In-depth understanding of user journeys on the SpotDraft platform and create funnels reports and dashboards.
Measure, report and analyze metrics that indicate progress and gaps towards adoption and engagement goals.
2+ years of experience in a similar role
Passionate about solving problems – possesses a relentless need for investigation and data exploration
Strong foundation in data query/manipulation using SQL and data visualisation using tools like Metabase
Experience in product analytics tools (Mixpanel, Amplitude, Heap, Google Analytics, Datadog etc)
Experience using Python, R or other tools for statistical analysis is a strong plus.
Should be able to engage with product managers and senior management.
The vision for SpotDraft is to allow users to create & review contracts in the manner that is most convenient to them. In order to do this, we need to extend our product’s functionality to various CRMs, Accounting Software and even HRMS’ that our customers are already using.
Deeply understand our customers and their workflow needs
Work with the Engineering team to design and develop our API strategy
Work with Customer Success Teams to collect customer requirements related to integrations with the tools our customer success team uses
Work with Engineering, Design and Marketing to ship SpotDraft applications on platforms like Salesforce, Hubspot, Quickbooks, Zapier, Slack and much, much more.
Work with external stakeholders to build out integrations when necessary.
Coordinate cross-functionally with with leadership, go-to-market teams, and other key stakeholders across the company
Build processes that will scale as our team and company grow
2+ years of experience as a product manager at a SaaS company.
Prior experience building integrations on platform likes Salesforce a plus.
Strong technical background and excel at analytical thinking
Excellent written and verbal communicator
Proven track record of taking ownership, taking initiative, and delivering results
About the role Candidates who apply for this role will be responsible for envisioning, defining, and owning the execution of SpotDraft’s product design strategy. As the strategic design leader you’ll work with our team to solve complex problems, developing strategies, and ensuring you and other product designers in the team are encouraged to create products that truly delight the end customers. You’ll run design critiques, host collaboration & brainstorming sessions,, identify areas of process efficiency, and promote a high-output and fast-paced design practice.
Work closely with your team of other designers in defining, designing, and iterating on product features
Invest in design standards, documentation, and processes alongside your team members to further our design practice.
Shape product strategy and vision together with the Product team.
Drive and support cross-team initiatives that make the Design practice better at SpotDraft such as improving our hiring processes, expanding our community presence, interviewing potential new team members.
Work in the way that works for you and what you’re designing, whether that’s spending time sketching or jumping straight into pixels
Work with other members of the Design team to help them deliver great work and develop their own skills. This could be as a mentor, a coach, or a collaborator.
Managing and evolving existing design systems.
At least 5 years of Product Design experience.
Proven history of partnering with engineering in a continuous delivery environment.
Prior experience working on Enterprise SaaS solutions is a huge plus.
Ability to understand complex feature sets and their dependencies while being able to deliver a design strategy that accounts for capabilities and limitations of the product.
Consistent track record of leading highly collaborative cross-functional teams through ambiguity and delivering the best products possible to our customers.
Prior experience managing and scaling Design Systems.
Experienced recruiting, hiring, and retaining multi-disciplinary design teams.
Methodology rich, including standard approaches for design deliverables including user journeys, research plans, mocks, prototypes, documentation, and quality checks.
Ability to communicate research findings and design decisions openly and confidently, regardless of the audience.
Have partnered with research teams or led research experiments to validate and inform product thinking.
BCG is looking for a legal program analyst at their New Delhi office. You will work closely with the Legal, Client, Risk, IT and ClientView teams to continuously improve the ClientClear tool and process.
About the Role:
As a member BCG’s Legal Team, you will be responsible for supporting our client screening process, ClientClear, which will integrate into BCG’s ClientView program. We aspire to continuously monitor existing clients and review all new clients prior to engagement to complete our due diligence, mitigate any potential risks, and ensure appropriate business decision escalations occur during the client commercial process. This includes screening all new clients and initiating the process to mitigate any potential risks found. You will play an important role in the Legal Team to help reduce risk in our commercial activities, while implementing Agile principles in your day-to-day work.
This role is being established in a time of change at the organization, which means you will have a unique opportunity to experience first-hand defining business objectives, working with internal and external stakeholders, product delivery, cross functional teaming, and broad and complex change management. Upon onboarding, a significant portion of your time will be spent gathering feedback from stakeholders to define business requirements and rules while working with our software vendor and agile Legal squad teams to customize the system to meet our needs. You will work closely with the Legal, Client, Risk, IT and ClientView teams to continuously improve the ClientClear tool and process.
Longer-term, you will be responsible for the firm-wide client screening program and will identify, remediate, and track any potential risks while developing controls, and managing escalations. You will be expected to maintain systematic and process related improvements with an eye to ensuring that the program is inclusive of all practice areas, regions, and clients of the firm.
• Bachelors degree or equivalent relevant experience • Minimum of 1-4 years of experience in a fast-paced, intellectual environment • Proven ability to work effectively on a distributed team delivering on high priority initiatives • Excellent written and verbal communication skills • Experience working with internal stakeholders and external vendors • Ability to work independently with general direction • Strong skills in Windows office (particularly Excel and PowerPoint); other platforms a plus
Boston Consulting Group is an American management consulting firm founded in 1963, headquartered in Boston, Massachusetts. The firm is the second largest consulting firm by revenue.
Lawcus is a simple and visual legal practice management software. Lawcus enables attorneys to automate consistent processes to help deliver more with transparency and less effort. With Lawcus, attorneys can visualize their matters with Kanban boards, drag and drop them as they progress, add tasks, appointments, and documents in a digital matter file in the cloud so they can work from anywhere.
It is looking for a ReactJS and Laravel(PHP) developers in Chandigarh.
RingCentral, Inc. is looking for a Business Systems Analyst for its Bengaluru office who will engage with business stakeholders in Legal (Legal Operations, Contract Lifecycle Management, Export Control & Compliance, Procurement) to understand business processes and user needs from business systems, drill into the details to analyze complex processes and translate them into business and functional requirements.
Bachelor’s degree in Computer Science/ Engineering, Business Administration, Finance/Accounting or equivalent practical experience
5-10 years of knowledge and related industry experience implementing, configuring, customizing and integrating one or more SaaS or Cloud systems.
5+ years of experience with CLM (DocuSign/ Spring CLM / Apttus / Conga), Salesforce at a mid to large size organization.
Working knowledge of API integrations with enterprise systems
In-depth experience with proven methodology in implementing IT Systems (ERP, Planning, Reporting/BI and custom tools)
Experience as PM and with PMO tools (Clarizen, JIRA, Confluence, Wrike, Smartsheets, BizzDesign.
Minimum 3 implementations of ERP Systems for SaaS businesses as Legal / Financial / IT Systems Analyst.
Must be a self-starter, completely independent, thrives in a fast-paced environment, customer centric and have the interpersonal skills necessary to manage business and technology relationships
Ability to communicate effectively (written and verbally) with both technical and non-technical parties
RingCentral, Inc. is an award-winning global provider of cloud unified communications and collaboration solutions. More flexible and cost-effective than legacy on-premise systems, RingCentral solutions empower today’s mobile and distributed workforces to be connected anywhere and on any device through voice, video, team messaging, collaboration, SMS, conferencing, online meetings, contact center, and fax. RingCentral provides an open platform that integrates with today’s leading business apps while giving customers the flexibility to customize their own workflows. RingCentral is headquartered in Belmont, California and has offices around the world.
IDEX Legal is organising the webinar on Getting to grips with legal tech as an in-house department:The GC viewpoint as part of itsLAWTECH SERIES.
Topics to be discussed: • Evolution of Legal Tech & Legal Ops • Examining tools available for in-house departments and what stage should they be adopted • Law controls over digital evolution • Areas of investment
Panel: • Navneet Hrishikesan, Sr Director- Legal & Head of Service Provider, Asia Pacific & Japan, Cisco Systems • Shashwat Sikka, Co-Founder, Provakil • Vikas Vij, Managing Director, IDEX Legal (Moderator)
LSAC Global is committed to providing valuable global perspectives to law aspirants, law students and legal professionals in India to help them and their families make an informed decision.
The first installment of LSAC Global’s International Webinar series for the year 2021-22. The aim of the webinar is to help law aspirants understand the breadth of disruption and innovation impacting the legal academy and profession. A glimpse into how law schools are reinventing their curriculum to prepare students for modern practice.
Founded in 2015, Provakil began with a simple idea – to make work simpler for legal professionals. Largely unexplored at the time, Provakil pioneered the software movement for the legal industry in India. Provakil has bootstrapped its way into becoming a leading software service provider to legal teams in India & abroad through the years. Today, Provakil services over 200 in-house teams and 5000+ legal professionals across law firms, chambers and solo practice.
To learn more about the state of Legal Tech and what Provakil is doing in this space, check out the interview!
We have a lot more interviews coming soon on the new age careers in the legal profession. Subscribe to our YouTube Channel.
The 2020 Gartner Survey of Legal Leaderspredicts that by 2025 legal departments will increase their spending on legal technology threefold, 20% of lawyers will be replaced by non-lawyer staff, and 50% of legal work will be automated. Also, the 2015 Altman Weil Law Firm Reportstates that 68% of firms with 250+ lawyers have Knowledge Management (KM) resources to improve efficiency. Why are these numbers relevant to you? Well, because the legal industry, like any other industry, is dynamic and is gradually adapting to automation, enhanced client needs, and innovation. Our previous blogs provided an anchor to various emerging roles in the legal market.
Knowledge automation is at the forefront of emerging disruptive technologies – second only to mobile internet. McKinsey predictsthat knowledge automation will generate an estimated $5-7 trillion in annual value and will combine to bring in an annual economic impact of $33 trillion by 2025 across a wide range of industries.
So, what are knowledge automation and knowledge management and why does it matter? To understand this, we will first have to look into knowledge and how it is an asset for any industry.
Knowledge is simply an awareness of a fact, an experience, or a skill. It is dynamic in nature and can evolve, or degrade with time. In order to store, manage and organise the knowledge of a lawyer, it is important to differentiate knowledge with data and convert the two into information.
Data are facts, figures, statistics, numbers, quantities, or characters that are collected for a particular purpose. Once data is matched with a context, it becomes valuable information. Similarly, a lawyer’s knowledge, when combined with a context (eg: facts of a case, social and economic background of a judgment, etc.), becomes valuable information that can be stored as precedents for future use.
Tacit and Explicit knowledge
Tacit knowledge is the personal knowledge of an individual that is unknown to anyone. Explicit knowledge is expressed, applied, and known to other people. Each lawyer will have an abundance of tacit knowledge that, when revealed, becomes an asset for the firm. The challenge of converting tacit knowledge into explicit knowledge is undertaken by the discipline of Knowledge Management. Once captured, it can contribute positively to the firm, and if not captured, it can be lost as and when the lawyer leaves (retires, resigns, etc). Along with capturing tacit knowledge, it is equally important to imbibe the context of that knowledge. Storing tacit knowledge in isolation may not be as useful as knowledge stored with a context.
Knowledge as an asset
Knowledge is considered to be an intangible asset or intellectual capital. Each member of an organisation has his or her own knowledge space, which can be captured, stored, and integrated into the organisation. JF Gomes, the author of ‘Knowledge Infrastructures in New Product Development’, is of the view that, “knowledge is an asset and should be managed, in a similar fashion to the traditional cash flow, human resources, or raw materials.”
Now that we understand knowledge from an industrial perspective, let’s delve into Knowledge Management.
What is Knowledge Management?
Knowledge Management is the systematic organisation, storage, review, and analysis of the knowledge assets of a company to automate processes, increase value, boost efficiency and productivity and create a centralised mechanism of knowledge sharing. Knowledge Management, as a concept and practice has been adopted by many industries. Each industry can make its own knowledge management system since KM is inherently subjective in nature. Automation within the ambit of knowledge management collides at the intersection of technology, process, and people. It is a continuous cycle of three processes:
The following table briefly enumerates the different stages of each of the above-stated models:
An integrated cycle of Knowledge Management can be understood in the following steps:
Capturing and Creating Knowledge: At the very first stage of KM, knowledge assets are compiled and tacit and explicit knowledge is captured and acquired from these sources. Knowledge can also be created, by adopting new technologies, processes, know-how, and content from emerging technologies and trends, to upskill the organisation.
Knowledge Contextualisation: Once knowledge is acquired and created, it needs to be contextualised for better applicability. The aim here is not just to store knowledge in smart databases but to also be able to utilise that knowledge to automate work and increase efficiency.
Knowledge Sharing and Dissemination: Lastly, once knowledge assets are analysed, and knowledge is contextualised to be stored, it can be accessed and distributed among coworkers, and clients.
Knowledge Management Strategies
Selecting the right Knowledge Management strategy is important for any organisation to ensure that it is able to reap maximum benefits of a KM mechanism. Knowledge Management is subjective in nature and each industry can adopt a different Knowledge Management strategy to serve its needs.
An optimum Knowledge Management strategy should:
Be able to define the aims and objectives of the organisation, and how adopting a KM strategy can be useful in leveraging these objectives.
Be able to draw a comparison between the current KM strategy (if any) or current methods of knowledge storage and analysis (that could be traditional in nature), and the desired KM mechanism that the organisation aims to build.
Be able to identify and automate current knowledge resources and succinctly define what the future Knowledge Management strategy should look like, what tools and services are to be deployed.
Here are some ways an organisation can begin with preliminary process of knowledge management:
Knowledge Audit is a comprehensive processthat can be used by enterprises to examine and evaluate their existing knowledge resources, required/used tools, gaps, and desired mechanisms. The process of Knowledge Audit involves:
Identification of core resources of knowledge.
Identification of existing knowledge storage and evaluation mechanisms.
Identification of potential gaps in existing mechanisms that can be covered or down away with.
Identification of opportunities and tools that could help minimise knowledge handling costs.
Curation of mechanisms for the adoption of newer knowledge management tools.
Knowledge Management Tools
Knowledge Management tools can be divided into two heads: Knowledge Creation Tools and Knowledge Sharing Tools.
Knowledge Creation Tools help in structuring and organising knowledge. These include:
Authoring Tools: These tools help the users to create multimedia applications in order to capture tacit knowledge. Common examples include MS Word, MS Excel, MS PowerPoint, etc.
Annotation Tools: These tools help in reviewing knowledge by the means of adding comments and suggestions to an authoring tool file. Common examples include track changes in MS Word.
Templates: These tools act as a pattern of reference to design or draft specific documents. A common example is the template slides of MS PowerPoint.
Data Mining and Knowledge Discovery tools: These tools help in data analysis, statistical analysis, market-related analysis, the discovery of relations, etc.
Sharing Tools help in inter-disciplinary and inter-team collaborations. These are enabler tools for knowledge sharing and dissemination. Some common examples include Google Docs, Email, Group Calendars, Wikis, etc.
Knowledge Management Maturity Models
There are a number of Knowledge Management Maturity Models. Each of which entails the basic essence of organisational knowledge management, with different stages and steps of delivery.
Let’s look at two widely recognised Maturity Models:
TSIA Maturity Model
The TSIA Maturity Model is a self-assessment tool for companies to identify the stage of Knowledge Management Maturity their organisation is at. The model has 4 stages, each divided into 4 similar pillars, namely corporate culture, people, process, and technology.
The 4 stages range from an initial stage of lack of awareness to a final stage of strategic knowledge management.
Stage 1: Recognition: The concept of Knowledge Management does not exist. Collaboration is not promoted. An informal system of Knowledge Management exists, individuals are rewarded for their own tacit knowledge, without any incentive for knowledge sharing.
Stage 2: Instantiation: Primary understanding of Knowledge Management, its processes, strategies, and importance exist among teams. Basic systems of KM are set up to collaborate and store tacit knowledge.
Stage 3: Value Realisation: The value of KM is recognised across the board. Corporate culture accepts and appreciates KM. KM processes and its technologies are updated to serve industry-specific KM needs of the department.
Stage 4: Strategic: Knowledge Management, collaboration, storing, and re-using tacit knowledge now becomes a regular resolve. Each department and pillar moves ahead with robust KM mechanisms in play.
Infosys KM Maturity Model (A highly regarded KM Model)
Infosys Technologies’ KM vision is to become “an organization where every action is fully enabled by the power of knowledge”. Their KM Model has 5 stages:
Stage 1: Default: There is no mechanism to manage knowledge. The concept and processes are entirely alien at this stage.
Stage 2: Reactive: At this stage, knowledge is not pro-actively shared. However, some basic collaboration is seen when an absolute need to share knowledge is felt.
Step 3: Aware: An initial understanding of KM now exists. Collaboration is actively encouraged. The benefits of KM are being realised.
Step 4: Convinced: A robust KM system has been developed across departments. Technology and process needs are met. Knowledge is being shared, stored, and re-used at regular intervals.
Step 5: Sharing: Knowledge sharing becomes the culture of an organisation. Knowledge processes are continuously improved.
Knowledge Management in the Legal Industry
The legal field is marked by its expertise, counsel, advice, and knowledge. This makes law one of the largest contributors to the knowledge economy. The ability to interpret, analyse, quote, and understand the law, is what makes legal knowledge the primary asset of a lawyer. Clients approach lawyers for their legal advice and expertise, there are no physical goods involved in a lawyer-client transaction. Naturally, to ease their workflow, increase efficiency, and preserve precedents for future use, a lawyer would want to store, manage and organise their knowledge. An abundance of knowledge requires smart, less time-consuming, and efficient automation and management techniques. This is where Legal Knowledge Management steps in.
What is Legal Knowledge Management (LKM)?
Linklaters’ report ‘Knowledge to Action’, defines knowledge management as “A toolkit of different methods, techniques, approaches, ways of working and behaviours that are all designed to enable and increase organisational efficiency.”
According to Reuters, Legal Knowledge Management is a means for law firms to “achieve strategic goals, maximise operational efficiency, increase learning, drive innovation, deliver services and create value.”
LKM relies on boolean keyword search and is a means to document, store, retrieve and manage data and information. It is different from traditional internal knowledge bases because LKM databases and tools go a step further since they incorporate content verification, security and compliance measures.
Why is Legal Knowledge Management essential?
Knowledge Bank and Precedent Collection: LKM is a technique used to manage, store and organise data and information. It acts as a collection of precedents that can be used for future mandates. Legal Knowledge Management Softwares enables lawyers to store their research, documents and drafts, which are available for the entire firm to access. LKM is an essential tool to build a central repository of information and data, that is allied to the business, client expectations, etc.
Store Specialised Knowledge: LKM helps store contextualised knowledge that is client-specific. LKM tools help in intricately separating this specialised knowledge from general resources.
Performance Management: LKM tools and databases are also used to measure the performances of lawyers against their colleagues. In this regard, LKM is also used to record the overall performance of the legal team or firm.
Integrated Information: LKM helps integrate information with other data repositories such as Practice Management System (PMS), Client Relationship Management (CRM), Document Management Systems (DMS), etc.
Time-Saving and Sophisticated Search: LKM tools have a user-friendly interface that helps save time and increase efficiency. Once all knowledge is collated in a single database, it can be modified, updated, retrieved, and easily accessed.
PropelsInnovation: LKM provides a space for lawyers to collaborate with other teams to work on innovative solutions while harnessing available knowledge.
Legal Knowledge Management Model
As we saw earlier, LKM comprises data and information. The structure of LKM consists of two components:
This comprises technology that helps automate the LKM process. Many LKM tools make the process easier and more efficient as compared to manual management techniques. A comprehensive list of LKM tools is given below. Another aspect of knowledge infrastructure is organisational structure. Knowledge management suggests flexible, non-hierarchical working space for efficient knowledge transmission. The last component of knowledge infrastructure is culture. It is essential for a firm to have a conducive structure that promotes knowledge collaboration and sharing.
This consists of four simple steps:
Acquisition: Collection of data and information.
Conversion: Transformation of data and information into valuable knowledge, known as knowledge artifacts (document form of intangible knowledge).
Application: Making use of converted knowledge and making it largely available within the organisation.
Protection: Securing knowledge from potential leakage beyond the organisation.
Role of a Legal Knowledge Manager
To understand the role of a Legal Knowledge Manager from a practical perspective, we have attached a Job descriptionof Legal Management Practice Group Specialist by Baker Mckenzie.
Challenges faced by Knowledge Management
Initial Hesitancy: An initial hesitancy to implement Knowledge Management processes and strategies exist since the technological setup is considered laborious. Most unaware teams consider it redundant and are not able to capitalise on the benefits of KM.
Getting People on Board: Training people for KM systems and making them realise the importance and utility of KM is considered to be another challenge most companies face. Training teams to collaborate and store their knowledge (tacit and explicit) in a systematic mechanism is a time-consuming task that requires a different set of resources and capital investment.
Security: Shielding knowledge from unknown users and securing it within a company is the key to efficient knowledge utilisation. In this case, the security of KM systems is of utmost importance.
Updating relevant technology: Newer technologies emerge rapidly. It is important for KM teams to keep track of these technologies and update themselves with the most efficient tools of knowledge storage, organisation, and delivery. It is a challenge to not only keep track of newer tools but also identify those that suit the organisation’s need.
Strong development experience in Angular frame work with experience in performance fine tuning and optimization of User Interface code
Strong experience in converting visual designs to user interfaces and strong experience in different presentation frameworks like bootstrap
Strong experience in micro services architecture and cloud native application development using Java
Strong experience in Test Driven development on Angular and Java
Strong technical development experience on effectively writing code, code reviews, best practices on configuration management and code refactoring.
Proficiency in SQL and Database development.
J2EE & OO Design Patterns Description for Internal Candidates As a member of our Software Engineering Group you will dive head-first into creating innovative solutions that advance businesses and careers. You’ll join an inspiring and curious team of technologists dedicated to improving the design, analytics, development, coding, testing and application programming that goes into creating high quality software and new products. You’ll be tasked with keeping the team and other key stakeholders up to speed on the progress of what’s being developed. Coming in with an understanding of the importance of end-to-end software development-such as Agile frameworks-is key. And best of all, you’ll be working with and sharing ideas, information and innovation with our global team of technologists from all over the world.
This role requires a wide variety of strengths and capabilities, including:
Advanced knowledge of application, data and infrastructure architecture disciplines
Understanding of architecture and design across all systems
Working proficiency in developmental toolsets
Ability to collaborate with high-performing teams and individuals throughout the firm to accomplish common goals
Proficiency in one or more general purpose programming languages
Understanding of software skills such as business analysis, development, maintenance and software improvement
Our Corporate Technology team relies on smart, driven people like you to develop applications and provide tech support for all our corporate functions across our network. Your efforts will touch lives all over the financial spectrum and across all our divisions: Global Finance, Corporate Treasury, Risk Management, Human Resources, Compliance, Legal, and within the Corporate Administrative Office. You’ll be part of a team specifically built to meet and exceed our evolving technology needs, as well as our technology controls agenda.
Tech at JPMC
When you work at JPMorgan Chase & Co., you’re not just working at a global financial institution. You’re an integral part of one of the world’s biggest tech companies. In 14 technology hubs worldwide, our team of 40,000+ technologists design, build and deploy everything from enterprise technology initiatives to big data and mobile solutions, as well as innovations in electronic payments, cybersecurity, machine learning, and cloud development. Our $9.5B+ annual investment in technology enables us to hire people to create innovative solutions that will not only transform the financial services industry, but also change the world.
Design and Development of key functionality within the application
Carry out design reviews/code reviews at agreed points throughout the project life cycle
Work closely with the vendor development team to monitor the design/development undertaken by them
Hands on design and development of technical artifacts
Participate in technical reviews, define/Improve processes on configuration management, deployment and resiliency planning for the application.
Complete details and application link: https://www.linkedin.com/jobs/view/2745601341/
In Part 2, we will look at ways to leverage design and technology in practice. We will explore the criteria for achieving ‘better designed contracts’ and share a few examples of simplification that can be achieved, created by our Contract Designer in Residence, Stefania Passera. We will also use innovative technology from Intellext to showcase improvements and deployment of standards, good design, and business-friendly guidance to support self-service.