services, with OLSPs in unregulated activities having a much higher percentage than either lawyers or chambers. Barristers’ There is some variation in the extent of other forms of innovation (strategic, managerial, organisational and marketing), but here the pattern is of roughly comparable levels of innovation among Solicitors and OLSPs, and lower levels among chambers. Barristers’ Innovation in the delivery of services was claimed by 26.1 per cent of respondents, again lower among chambers than other groups. Where appropriate, respondents were Barristers’ also asked to indicate the principal area of change in their service delivery. Although a wide range of issues was mentioned, among Solicitors the predominant change was in the use of electronic communication with clients, including the use of electronic forms, and improved case management systems. OLSPs also frequently mentioned the use of online and electronic communication with clients. Among barristers the focus tended to be more on direct access to clients and the need for a more client-focussed approach. Service providers of all types and sizes make substantial use of social media, especially among larger organisations. By far the most common use is in advertising legal services to clients and providing legal updates or free information, with over 73 per cent of social media users doing these. By contrast, the direct provision of legal services through social media was relatively uncommon, although more commonly done among chambers than Barristers’ by OLSPs. Section 4: Innovating in legal services 4.1 Introduction This Section focuses on the approaches which legal service providers are adopting to developing new and improved services and delivery mechanisms. We focus initially (Section 4.2) on legal service overall approaches to managing and leading innovation, and providers’ two issues in particular: The overall policies and management structures which organisations have in place to facilitate innovation such as written policies, supportive cultures and structured innovation processes; The importance which legal service providers place on the recruitment and training of lawyers and those with a non-legal background. Section 4.3 then focuses on the different elements of the innovation value chain (IVC) focusing on how legal service providers gather or create the knowledge they need for innovation, how those innovations are brought to the market and then how they are
services, with OLSPs in unregulated activities having a much higher percentage than either lawyers or Barristers’ chambers. There is some variation in the extent of other forms of innovation (strategic, managerial, organisational and marketing), but here the pattern is of roughly comparable levels of innovation among Solicitors and OLSPs, and lower levels among Barristers’ chambers. Innovation in the delivery of services was claimed by 26.1 per cent of respondents, again lower among Barristers’ chambers than other groups. Where appropriate, respondents were also asked to indicate the principal area of change in their service delivery. Although a wide range of issues was mentioned, among Solicitors the predominant change was in the use of electronic communication with clients, including the use of electronic forms, and improved case management systems. OLSPs also frequently mentioned the use of online and electronic communication with clients. Among barristers the focus tended to be more on direct access to clients and the need for a more client-focussed approach. Service providers of all types and sizes make substantial use of social media, especially among larger organisations. By far the most common use is in advertising legal services to clients and providing legal updates or free information, with over 73 per cent of social media users doing these. By contrast, the direct provision of legal services through social media was relatively uncommon, although more commonly done among Barristers’ chambers than by OLSPs. Section 4: Innovating in legal services 4.1 Introduction This Section focuses on the approaches which legal service providers are adopting to developing new and improved services and delivery mechanisms. We focus initially (Section 4.2) on legal service providers’ overall approaches to managing and leading innovation, and two issues in particular: The overall policies and management structures which organisations have in place to facilitate innovation such as written policies, supportive cultures and structured innovation processes; The importance which legal service providers place on the recruitment and training of lawyers and those with a non-legal background. Section 4.3 then focuses on the different elements of the innovation value chain (IVC) focusing on how legal service providers gather or create the knowledge they need for innovation, how those innovations are brought to the market and then how they are