Myths and principles
The importance of effective knowledge management is now an acknowledged fact in the majority of commercial law firms, but are they yet implementing the right strategies? Matthew Parsons reports
With most firms now engaged in, or planning, some form of knowledge management programme, it is perhaps a good time to reflect on some myths and principles in an effort to increase the chances of success for these investments. Success in knowledge management programmes has proved elusive in many implementations, in many cases because of flawed beliefs arising from the language of knowledge management itself.
This premium content is reserved for
Legal Week Subscribers.
A PREMIUM SUBSCRIPTION PROVIDES:
- Trusted insight, news and analysis from the UK and across the globe
- Connections to senior business lawyers within the leading law firms and legal departments
- Unique access to ALM's unrivalled, market-leading reporting in the US and Asia and cutting-edge research, including Legal Week's UK Top 50 and Global 100 rankings
- The Legal Week Daily News Alert, Editor's Highlights, and Breaking News digital newsletters and more, plus a choice of over 70 ALM newsletters
- Optimized access on all of your devices: desktop, tablet and mobile
- Complete access to the site's full archive of more than 56,000 articles
Already have an account? Sign In Now
For enterprise-wide or corporate enquiries, please contact Paul Reeves on Preeves@alm.com or call on +44 (0) 203 875 0651