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I need three 90 word responses to my classmates posts listed below. Respond as if you are a classmate writing to another classmate. I need 1 source per response. 1. Vanessa Referencing the Magretta text, how can incorporating artificial intelligence impact the value chain of law firms that have adopted the technology, versus those that have not? Are there reasons to not incorporate artificial intelligence and if so, what might they be?
Consumers looking to hire law firms will always have different qualities that they consider to be important when they decide on which one they want to use. “A common mistake in strategy is to choose the same core competences as everyone else in your industry,” (Magretta, 2012, pg. 152). When law firms make the decision to incorporate artificial intelligence into their operations, the impact on the value chain will be seen within the customer base. Perhaps it will retain some of its customers while others will seek out traditional firms that use humans as paralegals. It may also draw in new consumers that prefer the consistency and accuracy of technology over the risk of human error in reporting.
As far as reason not to use AI in law firms, my initial thinking is it brings a risk to data security. Law firms are one of the vulnerable industries for data breaches since sensitive information is held here, such as financial information. The American Bar Association’s Legal Technology Survey Report for 2020 reports, “On the topic of viruses, spyware, and malware, results in two areas match 2019: 36% of respondents have had systems infected and 26% again were not aware whether any such infection has ever occurred,” (Loughnane, 2020, para. 14). Proper training in being able to recognize scams, phishing attacks, and how to report these findings would be a way to help alleviate this stress for firms.
Consider you are an IT consultant at a law firm, and due to new state health department regulations, your client asks that you help with setting up his staff to work remotely. What CPS tools or business strategies from our Magretta text would you utilize to prioritize business needs and meet expectations with such a sudden request? Directly cite (quote), either of our two textbooks, and any other references you may have identified, in APA format.
This scenario fits within the disruptive technology strategy that Porter mentions in the Magretta text. He defines it as, “A disruptive technology is one that invalidates value chain configurations and product configurations in ways that allow one company to leap ahead of another and/or make it hard for incumbents to match or respond because of the existing assets they have,” Magretta, 2012, pgs. 197-198). In this case as an IT consultant, I would need to make this transfer from in office to remote working quickly. I assume I would have the skills to make the electronic shift already, and I am assuming that the office would at minimum have employee computers set up already in office. Disruptive technology would come in the form of customized remote set up, determined by gathering information from the individuals themselves.
My chosen CPS strategy from the Isaken text would be the Designing a Single Session strategy. This strategy allows for productivity that can be group-based, which allows it to be tailored to individual needs as well. The idea is for myself as the IT consultant to understand the remote set up needs for each team member of the firm, and then work with management to ensure these individual goals are met in a timely manner. That way the team has a custom set up that fits their needs, and their workflow has minimal interruption. “A single session can be useful since it is easily planned, arranged, and implemented; sometimes, it provides ample time to deal with a task successfully,” (Isaken et al, 2011, pg. 239). After the session is complete and needs are determined, remote set up can be set up in a way that ensures employee satisfaction, productivity and ergonomic needs are met.
What creative strategies can janitorial or cleaning companies implement to attract employees to janitorial services? Directly cite (quote) either of our two textbooks, and any other references you may have identified, in APA format.
For the janitorial industry, I recommend raising the entry salary for employees as the first way to attract employees. In 2019, the median pay for janitors was reported as $27,430 per year (U.S. Bureau of Labor Statistics, 2020). Raising the pay for this industry would be an excellent start to attracting employees, especially during the pandemic we are experiencing now. With expectations higher as well as the demand for cleaning and sanitizing, the relative buyer value for janitorial services is sure to also increase. Relative buyer value is defined in the Magretta text as, “How much the customer is willing to pay for a good or service versus other offerings,” (Magretta, 2012, pg. 218). With workers exposing themselves to riskier situations (COVID-19 infected areas, such as hospitals), I think a base pay raise is well overdue anyway.
The second way this industry could attract employees to the industry is by introducing some of the artificial intelligence that we are seeing in other industries. I think custodial companies could market this to younger people especially, since these tools are more interactive and could rebrand a company as more modern. It also allows for janitorial employees to allocate their time to less tedious tasks, allowing for increased productivity. One example I found was for cleaning restrooms. “With AI, you can see exactly how many people use the restrooms and tell technicians to restock after 120 people use the space. This type of AI technology allows you to optimize your cleaning schedule—keeping your clients happy and maximizing your labor hours,” (Hanson, n.d.). Less working on tedious tasks along with working with new technology is sure to attract new employees to this industry.
Hanson, Steve (n.d.). The Janitorial Store. Artificial Intelligence (AI): Is Your Janitorial Company Ready?
Retrieved Dec. 7, 2020 from: https://www.thejanitorialstore.com/public/artificial-intelligence-janitorial-company-2344.cfm
Isaksen, S. G., Dorval, K. B., & Treffinger, D. J. (2011). Creative Approaches to Problem Solving.
Los Angeles: SAGE Publications Inc.
Loughnane, John (Oct. 19, 2020). American Bar Association. 2020 Cybersecurity. Retrieved Dec. 7, 2020
Magretta, Joan (2012). Understanding Michael Porter: The Essential Guide to Competition and Strategy.
Harvard Business School Publishing. Boston, Massachusetts.
U.S. Bureau of Labor Statistics (Sept. 1, 2020). Janitors and Building Cleaners. Retrieved Dec. 7, 2020
Question #1b. Referencing the Magretta text, how can incorporating artificial intelligence impact the value chain of law firms that have adopted the technology, versus those that have not? Are there reasons to notincorporate artificial intelligence and if so, what might they be?
According to Magretta (2012), “Regulation can hold an industry in an artificial equilibrium by defining customer needs in an arbitrary way. Deregulation can unleash pent-up economic forces, allowing new needs to emerge” (pg. 203). Artificial intelligence can impact the value chain of law firms that have adopted technology an advantage because they saves time and produces high quality work. According to Marwaha (2019), “The biggest, most obvious benefit to AI applications is time savings. Computer systems can analyze more information, more thoroughly than humans can, in a tiny fraction of the time. For example, one of our users reported that she spent an hour proofing a document and then ran the original through AI software as a test. In less than a minute, it found and fixed all the errors she had painstakingly identified” (para. 7). Of course we can discuss the benefits and the risks that law firms can face when using artificial intelligence because it can provide us with a lot of benefits, but the only disadvantage is the risk assessment as I wouldn’t want to trust an artificial intelligence system running a predicting coding to discover any risk that could present themselves worries me, but this can be improved in due time. Question #2b: Identify a profession within the Business Services sector and describe two creative ways in which that profession might benefit from digital transformation as they attempt to continue meeting their business goals through the pandemic. The marketing industry can still meet their goals through the pandemic because they can discuss with clients on the phone or having an hour zoom meeting to meet people’s needs. According to Barone, (2020), “Digital marketing is the use of the Internet, mobile devices, social media, search engines, and other channels to reach consumers. Some marketing experts consider digital marketing to be an entirely new endeavor that requires a new way of approaching customers and new ways of understanding how customers behave compared to traditional marketing” (para. 1). Marketing companies need to consider new ways to build relationships with their clients without having those face-to-face conversation. This is why zoom is the best way to interact with clients and figure out their needs. The next creative way is marketing using our mobile devices to communicate any ideas or solutions by giving them an update and provide a link where they can view a sample of their marketing ideas. Discussion Question #3:
What creative strategies can janitorial or cleaning companies implement to attract employees to janitorial services?
According to Magretta (2012), “Competitive advantage is not about beating rivals; it’s about creating superior value and about driving a wider wedge than rivals between buyer value and cost” (pg.110). The best creative strategy that I’ve learned is valuing your employees and in return they will value your customers. This type of strategy creates a great atmosphere to attract workers to any business. This is what I’ve learned at my country club. For example, we have employee appreciation parties and Christmas parties because my boss wants to thank us for all our hard work. I don’t get paid a lot, but I wouldn’t change this job for anything in the world due to management valuing us. This same concept can apply to the janitorial service industry by providing an incentive program or paying the employees more for putting their life’s at risk for cleaning homes. References Barone, A. (2020). Digital Marketing. Retrieved from: https://www.investopedia.com/terms/d/digital-marketing.asp
Magretta, J. (2012). Understanding Michael Porter: the essential guide to competition and strategy. Harvard Business Review Press.
Marwaha, A. (2019). Seven Benefits of Artificial Intelligence for Law Firms. Retrieved from: https://www.lawtechnologytoday.org/2017/07/seven-benefits-artificial-intelligence-law-firms/
Referencing the Magretta text, how can incorporating artificial intelligence impact the value chain of law firms that have adopted the technology, versus those that have not? Are there reasons to not incorporate artificial intelligence and if so, what might they be?
“Buyer value can arise throughout the value chain” (Magretta, 2012, p. 80). The value for the customers can come through ways of being unique, that is, performing services in a distinctive way, or services, which no competitors are willing to perform (Magretta, 2012). Implementing AI can, and will improve efficiency of the law firm, which would lead to more availability for the interns, paralegals, and junior attorneys. With more available time they may be able to take on more pro-bono cases, which would be a great benefit not only for them and their career development, but it will also support the communities, which could not afford legal help. Pro bono cases, though free, can receive large publicity, which in an essence is a free marketing. This process is, in an essence, very similar to “Aravind’s value chain” (Magretta, 2012, p.109) and his clinic, where the richer pay for the poorer.
There are several reasons why law firms should carefully consider whether or not they need to implement AI. The first one is the ethical concerns about “competence, diligence, and oversight” (Boessel, 2020, para. 7). Attorneys have duties to their clients, which AI cannot replace. AI cannot go to court and fight for a client, nor can it negotiate deal. Second, AI algorithms are written by humans, therefore there will be bias (West et al., 2019). And bias and legal actions do not belong in the same room.
Identify a profession within the Business Services sector and describe two creative ways in which that profession might benefit from digital transformation as they attempt to continue meeting their business goals through the pandemic.
One occupation, which could greatly benefit from the digital transformation is a strategic business advisor. The main goal for a business advisor is to build value for their customer through the utilization of strategic and powerful tools, such as relative performance analyzing software. First, we all know that there is a lot of data out there, but that data is often in disparate systems. Also, there is not a unified way of looking at relative performance. This makes it hard for an organization to understand how they are doing without understanding how their competitors are doing. Creating/using a tool, which provides information about relative performance, would allow a business advisor to help their customers build a more comprehensive strategy and understand where there true opportunities are. Beating your budget is beating yourself. Outperforming the market, that is now a result of unique strategy. A second way for the strategic business advisor to benefit from digital transformation is through the variety of tools for video conference calls. “Trust is built through personal, face-to-face relationships” (Magretta, 2012, p. 108). As an example, an advisor, who used to travel twice a year to meet with his/hers customers in person, can do this now pretty much every week, or every other week.
What creative strategies can janitorial or cleaning companies implement to attract employees to janitorial services?
For the janitor services sub-sector, as well as for all the other industries we have discussed thus far, the main challenge is to truly “understand the challenge”, or said otherwise “to gain a clear focus for our problem-solving efforts” (Isaksen et al., 2011, p. 32). It is sad but true that there are many leaders in these organizations, who believe that the talent will come and find them, because there are so many people without jobs, or because they believe they work for the greatest company in the worlds. I cannot tell you how many times I have heard such comments. Understanding the challenge, or finding the real reason why people do not want to come work for the organization, or the industry is critical. Is it money, is it reputation, is it location and commute, is it the culture, or the work environment. Finding out the reason will be a great way to start drafting a plan for success. Based on the findings from the research, here are some ideas, which I have implemented myself, or found in my research:
Janitorial apprentice program
Partnership with local trade schools
Involved leaders who openly share the company culture
“Use Live Webinars To Showcase Your Company Culture” (Forbes Couches Council, 2017, para. 4)
“Diversify Leadership Among The Generations” (Forbes Couches Council, 2017, para. 6)
“Pay Attention To Layoffs (Forbes Couches” Council, 2017, para. 9)
“Make Salary Ranges Public” (Forbes Couches Council, 2017, para. 14)
Boessel, B. (2020, April 16). Can AI Be Problematic in the Legal Sector? https://kirasystems.com/learn/can-ai-be-problematic-in-legal-sector/
Forbes Coaches Council, (2017, June 7). 14 Ways To Better Attract The Top Talent You Need. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2017/06/07/14-ways-to-better-attract-the-top-talent-you-need/?sh=56e79bbf73d6
Isaksen, S., Dorval, K. & Treffinger, D. (2011). Creative approaches to problem solving. A framework for innovation and change. (3rd ed.). Sage.
Magretta, J. (2012). Understanding Michael Porter. The Essential Guide to Competition and Strategy. Harvard Business Review Press
West, S.M., Whittaker, M. and Crawford, K. (2019). Discriminating Systems: Gender, Race and Power in AI. AI Now Institute. New York University. Retrieved from https://ainowinstitute.org/discriminatingsystems.html.