I recently attended a webinar titled Demystifying KM: How Information/Research and KM teams can work together hosted by the BIALL KM Special Interest Group. The session tackled some essential questions about the evolving role of library and information professionals in knowledge management.
Over the last 30 years, KM has shifted from the back office to take centre stage in law firms. As it has grown and diversified, it has become integral to the firm’s success. This post explores KM’s evolution, the rising demand for information management skills, and what KM means to us, as information professionals.
As Jenni Kellyn of 3Kites said, “in simple terms, KM is about being organised!” It’s about how we handle our knowledge, information and data, remembering at the same time, that not all knowledge is valuable!
KM is about capturing, storing, reviewing, and sharing the right kind of knowledge so that everyone in the entire organisation can access it easily and confidently, when needed. Clearly information people play an essential role in building and maintaining a knowledge-driven environment.
However, we must draw on our existing strengths to contribute to KM in a meaningful way. For example, before we dive into end-user engagement and training, are other key elements in place, such as induction programmes, a strong learning and development culture, and well-attended knowledge sharing sessions?
Remember, KM is about both content (knowledge) and delivery (management).
Interestingly, it turns out that currently, knowledge workers are hot property.
Between 2017-2022, research roles declined by an average of 2.3% annually. But in 2023, that trend reversed, with a 5.3% increase in research roles. More telling is the growth when measured in cost-per-lawyer: library & research management roles grew by 19.1%, while KM roles surged by 31.8%, far outpacing any other functional area. Between 2017-2022, the number of research roles in law firms declined on average 2.3% per year. (AALL stats via a LinkedIn post)
But, as we shall see, KM means different things to different people and there are areas of overlap. What does it mean to information people? Where do information or research departments sit within KM?
It depends on your area of speciality, but we can be involved in both the content and delivery of KM. We provide information as part of the research service and manage external databases, library catalogues, internal knowhow, current awareness etc. But we could also be providing technical expertise within the IT, tech and innovation departments, specifically around thesaurus implementation and construction.
A key slide in the webinar helped clarify the overlap between IM and KM, showing how information professionals contribute to areas such as,
Personally, I feel that the work we do hasn’t changed dramatically over the past 20-odd years. We remain central to the organisation, connected and connecting with every department, employing our curiosity, flexibility, and adaptability along the way. It’s just that our organisations have finally recognised the importance of our skills!
There’s been a real evolution of the knowledge management in law firms.
Historically, firms struggled to access internal know-how or ‘know-who.’ Questions like who spoke a certain language or had expertise in a niche area often required flipping through a senior partner’s rolodex. Now, efficient KM practices provide fast access to this information.
As far back as 2012, it was suggested that the controversial “billable hour” hindered the development of KM. Why be efficient if you were charging by the hour? However, clients were introducing technological advances and efficiencies into their organisations and wanted their legal advisors to do the same.
Does anyone else remember how Practical Law changed everything? It revolutionised legal research, but it also exemplified the growing need for well-managed knowledge systems that are accessible and user-friendly. Easily searchable banks of expertly written knowledge, annotated documentation, checklists, regular current awareness, and practice notes. That was just the beginning!
What started as an informal “piecemeal” back-office function is now the essential intellectual capital of a law firm (or any other type of organisation that offers legal advice). As we saw from the stats above, the knowledge and information role is more essential than ever.
Why were we asking our busy legal staff to search across multiple databases? In-house document management systems? To learn different filing systems? Why did we expect people to learn different Boolean search connectors? Also, why Boolean and not natural language?
From the 2000s onwards, firms were exploring enterprise search systems. The information systems and tech departments faced the challenge of linking up internal and external resources. Document management systems, intranet knowledge collections, library management systems, and practice management systems – as well as Westlaw, Practical Law etc were brought together with varying degrees of success.
The recent explosion in tech solutions has been mind-boggling. However, every tech commentator has confirmed, if you aren’t providing a system with good, clean data, then what is the point? Garbage in, garbage out! Good KM lies at the heart of tech implementation and development, and certainly accounts for the recent rise in opportunities for knowledge and information specialists. KM professionals play a crucial role in ensuring the data is clean and organised, so these systems deliver real value.
As we reflect on how far KM has evolved—from a back-office function to a critical, strategic asset – it becomes clear that the role of information professionals has only grown more indispensable. Information management skills are now central to navigating this complex environment, as firms rely on us not just to manage external knowledge but to maintain the very foundations of internal processes that keep the firm moving efficiently.
The convergence of IM and KM means that information professionals are no longer siloed into purely research or library roles. We are now central to a broader strategy, managing knowledge, data, and processes firm-wide. Whether through implementing advanced search technologies, ensuring seamless access to internal and external knowledge, or managing innovative legal tech solutions, we are key players in ensuring knowledge is both accessible and actionable.
The overlap between IM and KM lies in our ability to source and manage both content (what knowledge exists) and its delivery (how it is accessed). We’ve always been the ones making sure the right people have the right information at the right time. Now, with the rise of legal project management and even generative AI, our role is even more critical in ensuring that knowledge flows smoothly across increasingly complex, global legal practices.
Legal information professionals mean efficiency, collaboration, and innovation when they talk about KM. We are the backbone of the systems and processes that help law firms thrive in today’s fast-paced, tech-driven world. KM is no longer a ‘nice to have’—it’s an essential part of client service, and we are the ones making it happen.
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