Maximizing the value of library staff activities can be achieved by enhancing the ability of information professionals to be put to their “highest and best use” in support of client related activities. One key strategy for liberating knowledge professionals to support client work is reducing the volume of administrative work which they must perform or oversee.

By Cynthia Sullivan

Note: Guest blogger Cindy Sullivan was previously VP of the Fidelity Center for Applied Technology Library at Fidelity Investments in Boston, Ma. Cindy has more than 25 years experience managing libraries in a global financial services organization, including remote library organizations. Cindy’s particular expertise has been focused on the strategic use of technology

Mobile Apps for Law is brought to us by former big firm library director Arlene Eis, founder of InfoSources Publishing,

Earlier today I was engaged in a discussion with several of my global colleagues about the hypothetical “lawyer of the future.” We all agreed that portable and personalized app libraries will be a feature of this future,

In talking to large and midsize law firm colleagues, I am somewhat amazed at the level of decentralization that is supported and sometimes mandated by the larger firm organization.

There are obvious benefits in having local staff available for “high touch” projects and to provide special expertise in supporting practice and jurisdictional research. But the

The new economics of the legal industry dictate that Law Library Directors and CKOs must seek strategic alignment with their firms by considering bold new thoughts on how and what we manage. We need to step back and identify the causes and sources of inefficiency within our organizations. Some processes and assumptions are so entrenched