In Part 1 of this article, David Cambria nailed his cold opening of the LTNY CIO Forum by admitting that law departments, like law firms, struggle. Law departments struggle with the demands of scope and scale, with the vaulting volume, velocity, and variety of legal work, with the challenges of workload and workflow, and with the barriers to syncing people, process, and technology. Cambria, the director of global operations for law, compliance, and government relations at Archer Daniels Midland, pulled no punches in describing how after four decades and hundreds of millions of dollars of investments, enterprise systems have failed to give corporate counsel relief from the day-to-day support activities that too often keep them from meaningfully contributing to strategic business priorities.

Cambria is adamant that it does not need to be this way. Innovative law departments are starting to think small and nimble. Focusing on rationalizing, instead of optimizing processes, they are developing agile applications that tackle the almost invisible activities that consume inordinate amounts of attorney and staff time. These departments are trying to support the way people really work while moving transactions out of email and into applications that are transparent, tractable, and trackable. In Cambria’s terminology, we are moving away from systems of record towards systems of engagement and insight.

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