The second-hardest thing about buying a computer is watching the price drop, even as you’re taking it out of the box. The hardest thing is getting used the fact that once you buy a computer, your technology expenses — and decisions — will never end.
When do we upgrade? How cutting edge do we need to be? Do we need the latest version or a new version of the software?
Attorneys at the firm of Brouse & McDowell have answered those questions. Staying up-to-date is a vital part of the competitive strategy — but so is managing the cost of doing so. Here’s how they do it.
Making the commitment
Staying cutting edge requires money. Brouse & McDowell, which is headquartered in Akron but has an office in Cleveland, allocates roughly $500,000 a year — less than 3 percent of the operating budget — to update office technology. It seems like a big expense, but the firm’s leadership recognizes that the costs of technology simply can’t be eliminated.
All 70 attorneys, plus many key staff members, use computers. One-third of those machines are replaced every year, and about two years ago, the firm decided to move from desktops to laptops in most cases.
All but the newest members of the firm (who will join this fall) will have laptops on their desks, says Carol Todd Thomas, director of administration. She calls laptops “the new legal pad.”
“We try to stay with the latest versions of all the core programs that we support,” Thomas says. “Additional programs we evaluate constantly. We look to see if we can get value and efficiency and benefit from those programs, and that’s really what we look for in evaluating them.”
The firm has a group that examines new software, but Thomas encourages attorneys to seek new applications and explore new ways to use old software.
“My philosophy has always been: If the client says ‘Can you do something?’ our answer is always yes, because we want to be enough ahead of what’s going on in that area of technology that we can be responsive to whatever our clients need,” Thomas says. “And we’ll get requests from time to time — for example, (to) electronically send them their bill. No problem.”
Staffing for support
Brouse & McDowell’s commitment to technology is not limited to computers and software. The creation of Web sites, intranets, extranets and, Thomas’ pet project, a virtual law library, required a team of information specialists.
Brouse employs four specialists full time. Reporting to Thomas, they manage the network, provide support, take care of the hardware and, perhaps most important, provide training.
Just about everyone can draft a document through Microsoft Word or WordPerfect, but regular classes are held to update people on the powerful features added with each generation of the software.
An increase in the IS department isn’t the only staffing change, Thomas says. Before computers, the firm employed a secretary for every two lawyers. Now, with computers allowing them to do more of their own research, the ratio has dropped to roughly one secretary for every three lawyers.
“The benefit of that has been more information at a lower cost,” Thomas says. “We’ve been able to pass those savings on to our clients. We don’t charge our clients for out-of-pocket expenses. They don’t get a bill for legal research. They don’t get a bill for copying or faxing or postage. We are able to have enough efficiencies built through our use of the technology and through electronic means of communication that we pass the benefit onto our clients.”
Slowing the pace of progress
There can be a tendency to latch on to the latest toy. When that happens, Thomas says, it can hinder the flow of information.
“There’s always that balance between ‘Are we really going to do something with this, or is it just kind of a toy?’ We’ve had our share of lawyers going out and buying the little Palm Pilots and things like that and not really finding they’re that beneficial to them. They’re more trouble than a hard calendar.”
That’s not wasted time, Thomas says. It’s a learning experience.
According to Lori Berenson, president of Berenson Consulting in Euclid, companies don’t need to jump on the latest version of every program.
“Unless we happen to know that it’s bug free, which hardly ever happens, we will recommend that they wait a little bit, maybe three to six months depending on how badly they need the new features,” she says.
Berenson does recommend purchasing the software patches that fix bugs in operating systems, but to hold off for six months to a year on the latest OS version until most of the kinks are worked out.
The next step
Brouse is currently implementing teleconferencing equipment companywide. Thomas expects the next step will be to take technology into the courtroom.
Cost has some clients balking at the thought of a trial. The use of technology can lower that expense, Thomas says.
“You’re never fully implemented. Things are changing too fast,” she says. “We’re always looking to be ahead of the curve, but not so far ahead that we’re spending money foolishly or not getting our value out of it.”
