The world of data, analytics, and technology is relatively unexplored in the legal arena, due to the traditionally conservative and risk-averse nature of the legal environment. However, we are approaching a reality in which data is the most precious resource of practically every single organization. Law firms should be no different. The buzz around intelligence functions and initiatives places constant emphasis on their immediate necessity; the narrative runs that firms need to invest both time and resources into their own competitive and business intelligence efforts, and complementing technologies and tools, to avoid being left behind. The fact that these disciplines are in their infancy - with their very definitions in flux and varying between different practices - does not make it any easier. The goalposts are constantly moving, and it is common for multiple BI and CI initiatives and practices to be distributed across the breadth of the firm, from the marketing and finance departments to the library. The challenge, then, when attempting to build robust intelligence functions within a law firm is not only to mature these efforts but also to facilitate collaboration and ensure they are centralized. The ABCs: Integrating artificial, business and competitive intelligence in the modern law firm acts as a practical roadmap for how to achieve exactly that, taking a deep dive into the developing disciplines of AI, BI, and CI and their potential synergies, featuring expert contributions from industry leaders covering a wide range of the most pressing issues - from how to make business development processes more systemic utilizing AI technologies, to real-world examples of competitive intelligence initiatives and their lifecycle.

Chapter 1: Knowing your ABCs - defining the intelligence functions By Bernadette DeCelle, senior director of client development & marketing at McCarter & English LLP Chapter 2: The digital transformation - leveraging intelligence to expand relationships By Jennifer Roberts, manager of strategic research at InTapp Chapter 3: People power - the necessity of human interaction in BI, CI and AI By Zena Applebaum, director of customer insights & success at Thomson Reuters, Canada Chapter 4: Integrating intelligence throughout the business development process By David Kamien, CEO of Mind-Alliance Systems Chapter 5: Artificial intelligence usage in law firms - a survey By Yolanda Cartusciello, partner at PP&C Consulting Chapter 6: Birth of the CI department - selling, planning, and managing By Mark Gediman, reference librarian at Alston & Bird LLP Chapter 7: Developing taxonomy tools for CI and BI By Jeff Cohan, knowledge management consultant Chapter 8: The next level - auditing your firm's CI and BI By Dave Whiteside, director of client growth & success at CLIENTSFirst Chapter 9: Proving experience matters - a firm's essential intelligence asset By David Mewe, VP of strategy and solutions at Content Pilot