Legal Operations in the Age of AI and Data

Häftad, Engelska, 2024

Av Olga V. Mack, Humira Noorestani, Olga V Mack, Memme Onwudiwe

2 569 kr

Skickas torsdag 20/11

Fri frakt för medlemmar vid köp för minst 249 kr.

Legal Operations in the Age of AI and Data, edited by Olga Mack, Humira Noorestani, and Memme Onwudiwe, takes readers on a journey into the heart of legal innovation, offering an unmissable opportunity to future-proof your legal expertize. The book combines the perfect blend of AI's cutting-edge capabilities with the nuanced world of legal practice, delivered through the innovative LegalOps 2.0 Framework.The book has been curated and penned by luminaries from the world of legal tech and each chapter provides practical insights, tips, and frameworks that build upon the 12 core areas of the Corporate Legal Operations Consortium (CLOC), all with a tech-forward twist. The title gives an all-access, backstage pass to the inner workings of legal processes, now turbocharged with AI and data analytics.How can you automate your legal department, evaluate and leverage AI tools in legal operations, and revolutionise Legal Operations with GPT? How can you utilise the function of DEI data analytics, use data to help you tell stories to juries, understand how legal knowledge management drives business forward, and turn business teams into legal tech champions? Whether you're a seasoned legal professional or a budding tech enthusiast, this book is your compass for exploring AI's transformative impact on legal operations. It's not just about understanding the technology but being able to harness it ethically and effectively so that your legal operations - whether in-house or at the firm - are streamlined.Combining both theory and practice from industry leaders, insight is provided from legal tech, in-house legal departments, law firms, and academia. Legal Operations in the Age of AI and Data is your guide to navigating the fast-evolving landscape of AI in the legal field with step-by-step practical guides on how to do so.

Produktinformation

Utgivningsdatum2024-04-22
Mått156 x 234 x 21 mm
Vikt766 g
FormatHäftad
SpråkEngelska
Antal sidor400
FörlagGlobe Law and Business Ltd
ISBN9781837230099

Tillhör följande kategorier

Juridisk teknik inom Juridik
Artificiell intelligens inom Data och it
Juridisk kompetens och praktik inom Juridik
Juristyrken inom Juridik

Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xviiAbout the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xixIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3By Olga V. Mack, fellow at CodeX, The Stanford Center for LegalInformatics, and Generative AI Editor at law.MIT Computational LawReport, Humira Noorestani, visionary founder, DigiCounsel, andMbaMemme Onwudiwe, EVP legal and business intelligence, EvisortThe LegalOps 2.0 Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5LegalOps 2.0 Framework – the ISSUe model . . . . . . . . . . . . . . . . . . . . . . . . . 6Diving deeper into the ISSUe Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81. Identify . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92. Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113. Shape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134. Utilize effectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15LegalOps 2.0 Approach to law firms and corporate legal departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Applying ISSUe to the CLOC core competencies . . . . . . . . . . . . . . . . . . . . . 18Three additional focus areas of LegalOps 2.0 . . . . . . . . . . . . . . . . . . . . . . . . . 22Our mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23PART ONE: TECHNOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29By Paul Levy, senior consultant, Jameson Legal TechChapter 1: Automation in legal departments . . . . . . . . . . . . . . . . . . . . . . . . . . 33By Tara Emory, senior vice president of legal AI strategy,Wilzette Louis, director of client solutions, and Adam Poeppelmeier,director of e-discovery at Redgrave Data, and Kassi Burns,senior attorney at King & Spalding, LLPIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Automating administrative functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Automation of legal research tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Automation of document drafting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Automation of e-discovery tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Automated e-discovery processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Automation of reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Challenges and risks of automated systems . . . . . . . . . . . . . . . . . . . . . . . . . . 45Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47Chapter 2: Revolutionizing legal operations with GPT – the power of AI in the legal industry . . . . . . . . . . . . . . . . . . . . . . 49By Tom Dunlop, founder and CEO, SummizeAutomation in legal operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49Getting rid of“legal jargon” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Enhanced research capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50More accurate decision-making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51Increased accessibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51Generative AI and the future of legal operations . . . . . . . . . . . . . . . . . . . . . 51Will Gen AI replace humans? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Legal operations and Gen AI – the future is bright . . . . . . . . . . . . . . . . . . . 52Chapter 3: Leveraging AI and data in financial management for legal operations leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55By Jake Sussman, chief operating and product officer, EvisortIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Utilizing e-billing tools for enhanced invoice management . . . . . . . . . 56Contracts as data – a paradigm shift in financial management . . . . . . 57Chapter 4: The Sherlock Holmes of legal operations – using business intelligence for law firm efficiency . . . . . . . . . . . . . . . . . 61By Nipun K. Bhatiaa, CEO, Legal League ConsultingBusiness intelligence – the skill of extracting value from complexity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Unlocking the power of resource allocation . . . . . . . . . . . . . . . . . . . . . . . . . . 62The ally of efficiency – achieving more with less . . . . . . . . . . . . . . . . . . . . . 63A radar that helps you detect and respond to risks and opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63Transforming operations from reactive to proactive . . . . . . . . . . . . . . . . 64Business intelligence for intelligent business – dial P for Profitability! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Keep your friends close, your competitors closer . . . . . . . . . . . . . . . . . . . . 65The powerful AI-BI combination – a match made in heaven? . . . . . . . . 66Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Chapter 5: AI and privacy – balancing technological potential and protection of personal data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69By Monika Kwiatkowska, senior commercial counsel, Zscaler, Inc.,and Humira Noorestani, visionary founder, DigiCounselSafeguarding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Compatibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Use it wisely . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74Consider liabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75Chapter 6: The Brazilian Supreme Court’s AI-driven journey to a 100 percent digital judiciary system . . . . . . . . . . . . . . . . . . . . . 77By Caroline Francescato, lawyer, founder of LinkLei,and professor of law and technologyIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77The use of artificial intelligence in the Brazilian justice system . . . . . . 78Incorporating artifical intelligence in the courts . . . . . . . . . . . . . . . . . . . . . 80Artificial intelligence and Brazilian law firms . . . . . . . . . . . . . . . . . . . . . . . . 84Final considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Chapter 7: Technical debt – the hidden cost of law firms’ digital transformation journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89By John Lindsey, InCite LegalTechThe concept of technical debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Law firm applicability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Procrastination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Metrics for measuring technical debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Strategies for managing technical debt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Chapter 8: Powered by AI – shaping tomorrow’s workforce . . . . . . . . . . 95By Natalie Pierce, partner, and Stephanie Goutos,practice innovation attorney, Gunderson DettmerAI uses for employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Potential concerns and responsible implementation . . . . . . . . . . . . . . . . 99Equipping the workforce for a future with AI . . . . . . . . . . . . . . . . . . . . . . . . 100Chapter 9: Using AI and data to support vendor management . . . . . . . 109By Amine Anoun, chief technology officer, EvisortCollecting and centralizing a single source of truth vendor agreements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109Leveraging AI software tools and resultant data to reduce costs . . . . . 110Negotiate better and faster with vendors moving forward . . . . . . . . . . . 111Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Chapter 10: Understanding the relationship between legal operations and legal technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113By Colin S. Levy, legal tech author, speaker, and directorof legal for MalbekTechnological integration and automation . . . . . . . . . . . . . . . . . . . . . . . . . . 113Standardization of legal processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Data-driven decision-making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Enhancing collaboration and communication . . . . . . . . . . . . . . . . . . . . . . . 115Defining legal operations and legal technology . . . . . . . . . . . . . . . . . . . . . . 115Enhancing process improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115Boosting legal research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Enhancing data and matter management . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Optimizing e-discovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117Strengthening contract management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117Chapter 11: One general counsel, two federal investigations, and an absence of legal technology . . . . . . . . . . . . . . . . . . . 119By Tara Trantham, RISE LegalThe story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119The plot twist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120How the story could have gone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121The lesson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123Chapter 12: How legal operations teams should evaluate AI solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125By MbaMemme Onwudiwe, EVP legal and business intelligence, EvisortEvaluating AI powered tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126Steps to evaluate AI and make sure it’s not“two eyes” . . . . . . . . . . . . . . . 126Why is this important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128Chapter 13: Unlocking the power of KPIs – a guide for law firms . . . . . 129By Gary Miles, The Free LawyerWhat are KPIs? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Why should a law firm use KPIs? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130What are possible drawbacks to utilizing KPIs? . . . . . . . . . . . . . . . . . . . . . . 131What are important KPIs to measure? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132What is the process for utilizing KPIs in the law firm? . . . . . . . . . . . . . . . 133Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134Chapter 14: The importance of metrics in legal operations . . . . . . . . . . . 135By Sana Virani, contract consultantIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Matter management and internal workload metrics . . . . . . . . . . . . . . . . . 135External counsel evaluation metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136Metrics around litigation avoidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137Turnaround time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139PART TWO: PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143By Tanisha Minev, legal counsel, Yoco, and Humira Noorestani,visionary founder, DigiCounselChapter 1: LegalOps 2.0 and the CLOC Core 12 – the “Identify” stage through integrating clients into legal teams . . . . . . . . . . . . . . . . . . . . 145By Fatima M. Bolyea, Taft Stettinius & Hollister LLPObjective #1: Obtain knowledge (LegalOps 2.0 – “Identify” phase) . . . 146Objective #2: Preserve knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146Objective #3: Retain and analyze knowledge (LegalOps 2.0 – “Structure” and “Shape” phases) . . . . . . . . . . . . . . . . . . . 146Best practice #1: A successful first meeting with your client . . . . . . . . . 147Best practice #2: A comprehensive timeline and supporting documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150Best practice #3: Your internal review of the clients’ documents . . . . 154Best practice #4: Ongoing client involvement during motion practice and discovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154Best practice #5: Integrating your client into trial preparation . . . . . . 156Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156Chapter 2: Shred those documents (periodically, systematically, objectively, defensibly, legally, and ethically)! . . . . . . . . . . . . . . . . . . . . . . . . . 159By Jeff Cunningham, law firm general counsel, MGC LawRecord retention basics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159RRP logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163Chapter 3: Litigation management and the six Ps . . . . . . . . . . . . . . . . . . . . . 165By Brewster Rawls, Rawls Law GroupLessons to live by . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165Chapter 4: Model retention guidelines for external counsel – best practices for successful law firm relationships . . . . . . . . 169By Son Tran, chief legal advisor, TTC GroupSetting budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169Contact for relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170Billing requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170Litigation/early case assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171Consider alternative dispute resolution early and often . . . . . . . . . . . . . 171Alternative fee arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174Chapter 5: Winning at the new game – a blueprint for business strategies for law firms in the post-pandemic era . . . . . . . 175By Yavanika Shah, legal business specialist, IndusLawWhat has changed in the post-pandemic era? . . . . . . . . . . . . . . . . . . . . . . . . 175Meeting clients’ expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176Remote work vs work from office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177Embracing technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177Focus on client experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178Prioritize diversity and inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178Alternative fee arrangements (AFAs) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179Crisis management plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179A blueprint for change – case studies of successful law firms in the business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181Chapter 6: The art of vendor management for legal operations . . . . . . 183By Navin Mahavijiyan, head of legal operations, Modernizing MedicineVendor and supplier selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183Vendor contract intake . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184Reviewing and negotiating contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185Renewing contracts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187Chapter 7: A gigabyte of work – information governance in a world of data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189By Dan Cotter, member, Dickinson Wright PLLCInventory, inventory, inventory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Know where the data skeletons are buried . . . . . . . . . . . . . . . . . . . . . . . . . . . 190Know what type of information is in the inventory . . . . . . . . . . . . . . . . . . 190Survey the field of workers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Develop or revise the policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Litigation holds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Staging up an information management program . . . . . . . . . . . . . . . . . . 192Remember, compliance is all about the PEOPLE . . . . . . . . . . . . . . . . . . . . . 193Chapter 8: Contracts management planning – how to optimize processes and lift your organization . . . . . . . . . . . . . . . . . . . . . . . . 195By Olga V. Mack, fellow, CodeX, The Stanford Center forLegal Informatics, and Generative AI editor, law.MITWhat is contract management planning? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197Traveling the CMP path in four steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197Step 1: Set your contract management planning goals and strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198Step 2: Articulate the value of CLM technology . . . . . . . . . . . . . . . . . . . . . . 200Step 3: Assemble your contract management planning team . . . . . . . 201Step 4: Identify your contract management plan’s KPIs . . . . . . . . . . . . . 203Planning is prevailing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204Chapter 9: Recipe for success – how legal knowledge management drives business forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207By Jenna Sanz-Agero, of counsel, Business Affairs, Inc.,and advisory board member, xMentium, Inc.Identification and capture of relevant knowledge that is ongoing, preferably automated, and scalable . . . . . . . . . . . . . . . 208Organization and storage of knowledge so that it is easily accessible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209Distribution and sharing of knowledge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209Use and application of knowledge to improve business processes and decision making . . . . . . . . . . . . . . . . . . . . . . . . . . 210Continual assessment and improvement of the knowledge management system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210Tying KM to core legal operations competencies . . . . . . . . . . . . . . . . . . . . 211Chapter 10: A beginner’s guide for in-house legal counsel navigating legal operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215By Tanisha Minev, legal counsel, YocoWhat is legal operations, really? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216Pillar one: Organization and elimination of waste . . . . . . . . . . . . . . . . . . . 217Pillar two: Reducing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222Motivating for budget for technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223Pillar three: Optimizing time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224The importance of data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224Chapter 11: Law firms as a business – a modern approach . . . . . . . . . . . . 227By Owen McGrann, resident troublemaker, McGrannLAW LLCThe economics of the billable hour . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227Trusted advisors and intellectual capital . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229Does this sound uncomfortably close to how “normal” businesses are run? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230Chapter 12: The impact of a strategic legal plan on business partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233By Sara Ajmi, legal operations expertIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233In-house legal function and business goals – the perfect mismatch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233The importance of a strategic plan for in-house legal departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234Seizing the opportunity – a call for strategic clarity . . . . . . . . . . . . . . . . . . 235Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236Chapter 13: All for one and one for all – how to win M&A battles in private practice and in-house environments . . . . . . . . . . . . . . . 237By Ruslan Sulaimanov, Abu Dhabi National Oil Company GroupIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237Cross-functional alignment – a symphony in motion . . . . . . . . . . . . . . . 238Fortifying unity with technology and artificial intelligence . . . . . . . . . 242Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242Chapter 14: Unlocking legal operations’ digitaltransformation through ALSPs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245By Maryam Salehijam, PhD, client account executive, Axiom LawALSPs vs law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 246Advantages of ALSPs for legal operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247Unlocking enhanced efficiency and flexibility . . . . . . . . . . . . . . . . . . . . . . . 247Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 248Chapter 15: Building IP processes for multinational corporations and start-ups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251By Chitra Sahay, legal manager, Barcode EntertainmentSuggested multinational corporations IP processes . . . . . . . . . . . . . . . . . . 252Suggested start-up IP processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253Relevance of intellectual property . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254Why companies should safeguard their creative production . . . . . . . . 255Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256PART THREE: PEOPLE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259By Laura Jeffords Greenberg, senior legal director,Worksome and AI consultant at LEGITCommunication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260Chapter 1: How legal turns business teams into LegalTech champions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263By Chad Aboud, founder and principal, Chad Aboud ConsultingMy journey to LegalTech implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . 263An impactful win that’s not impossible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263Sourcing potential vendors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264Evaluating as a team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264Selecting the LegalTech provider . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265Planning implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265Testing the work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266Launching Version 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266Refining (forever) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267Chapter 2: The modern legal department – cultivating an AI-ready mindset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269By Suzi Hixon, trademark attorneyThe importance of an AI-ready mindset . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269Understanding AI’s (current) capabilities and limitations . . . . . . . . . . . 270Embracing the unknown and fostering a culture of innovation . . . . . 270Learning from failure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271Enhancing efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271Banishing burnout and achieving work–life balance with AI-driven solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273Automating routine tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274Improving time management and prioritization . . . . . . . . . . . . . . . . . . . . 274Enabling flexible working arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274Fostering a culture of continuous learning and innovation . . . . . . . . . . 274Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274Chapter 3: The vital role of the legal operations function in utilizing DEI data analytics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277By Flo Nicolas, founder and chief innovation and data strategist,Get Tech SmartThe legal diversity challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278Diversity beyond race and gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279Understanding employee sentiment through data analytics . . . . . . . . 281Breaking barriers – gender pay equity and promotions data . . . . . . . . . 282Leveraging data analytics for job applications, vendor contracts, and exit interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 283Data-driven monitoring – job applications, supplier bids, and hiring processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285Legal operations’ impact on contract language inclusivity . . . . . . . . . . . 287Mitigating litigation risks with DEI data analytics . . . . . . . . . . . . . . . . . . . . 287From data to action – leveraging DEI insights to make meaningful change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288Chapter 4: Ten questions a legal team should ask itself if it is serious about diversity, equity, and inclusion . . . . . . . . . . . . 291By Niti Nadarajah, freelance general counsel, empowermentcoach, and DEI consultantQUESTION 1: Where does responsibility for DEI lie within the organization? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292QUESTION 2: What do we do to demonstrate our commitment to DEI internally? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292QUESTION 3: What can we learn by examining the similarities and/or differences between team members, including new hires? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293QUESTION 4: Who does our culture support and who does it disadvantage? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295QUESTION 5: Do our actions demonstrate that we take accountability seriously across our organization? . . . . . . . . . . . . 295QUESTION 6: How psychologically safe do people feel within the team? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 296QUESTION 7: How do we ensure we hear everyone’s voice and opinions? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297QUESTION 8: What criteria do we use for assessing talent and progression? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 298QUESTION 9: Are there any patterns in our employeeturnover data that indicate more can be done to support our people? . . . . . . 298QUESTION 10: What actions do we take to support DEI within the legal profession and society as a whole? . . . . . . . . . . . . . . . . . . . . . . . 299Chapter 5: Practical tips to create inclusive legal teams . . . . . . . . . . . . . . . 301By Cathy Nestrick, American Bankers AssociationWhat is inclusion? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301Benefits to inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302Strategies to foster inclusive practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305Chapter 6: From dinosaur to data(connoi)sseur – how to harness data to achieve favorable litigation outcomes . . . . . . . . . . . . . . . . 307By Shari E. Belitz, chief executive officer,Shari Belitz Communications LLCHistory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307Changing times . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307A new direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 308Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310Chapter 7: Dance of the data dragons – e-discovery for legal operators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311By Cat Casey, chief growth officer, Reveal BrainspaceWhat is e-discovery and why should legal operations professionals care? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311The dancers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312Vanquishing e-discovery foes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312Data sources more and varied than the seven kingdoms . . . . . . . . . . . . 312The dual-headed dragon of privacy and data security . . . . . . . . . . . . . . . 313More costly than a loan from the Iron Bank . . . . . . . . . . . . . . . . . . . . . . . . . . 313Legal operators – an e-discovery knight in shining armor . . . . . . . . . . . 313Forging powerful alliances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313Becoming an e-discovery maester for your company . . . . . . . . . . . . . . . . 314E-discovery as legal operations’ moment in the sun . . . . . . . . . . . . . . . . . 314Winter is coming – be prepared . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315Chapter 8: Legal party of one . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317By Elina Cohen, general counsel, QuickNodeBe a friend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317Draw the line . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318Chapter 9: A learning curve – the training, development, and education of legal technology and legal operations . . . . . . . . . . . . . . 321By Harry Borovick, general counsel at Luminance,external lecturer at Queen Mary University London, andvisiting lecturer at the University of LawWhy do lawyers learn, and why does what lawyers learn matter? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 321How do lawyers learn? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322How and what will lawyers learn? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 324Practical steps to improve legal education . . . . . . . . . . . . . . . . . . . . . . . . . . . 325What’s next for legal education? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 326Chapter 10: The importance of simple, easy, and effective communications in legal operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 329By Jeffery A. Kruse, founder, Key Legal Operations Consulting LLC (KLOC)Clear communications are the keys to success . . . . . . . . . . . . . . . . . . . . . . . 329SEE communications can help legal operations teams . . . . . . . . . . . . . . . 329SEE communications can be a useful guide for legal operations teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332Chapter 11: Why lawyers should not be doing your project management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333By Amr Jayousi, senior associate, Sanchez & Amador LLPA lawyer’s biggest asset is in his/her lawyering . . . . . . . . . . . . . . . . . . . . . . . 333Lawyers are not trained in project management . . . . . . . . . . . . . . . . . . . . . 334Most legal operations projects do not need a lawyer . . . . . . . . . . . . . . . . . 335Most legal departments have too many lawyers . . . . . . . . . . . . . . . . . . . . . 336Most legal departments have too few legal operations professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 336Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 337Chapter 12: Unlocking your legal team’s potential – the role of legal operations in training and development . . . . . . . . . . . . 339By Robert Hanna, founder and managing director, KC PartnersResources for new hires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339Existing employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340Attracting new talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341People, process, and technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342Chapter 13: Leveraging your personal brand online to match your reputation offline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343By Viveca Hess, HessConnectHow do you build that brand – your digital twin? . . . . . . . . . . . . . . . . . . . . 343Personal branding defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344Self-discovery and assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344Defining your niche and target audience . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345Crafting your consistent and compelling online profile and presence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346Networking and building relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348Chapter 14: The power of authenticity in law . . . . . . . . . . . . . . . . . . . . . . . . . 349By Hannah Beko, head of mission, Legal StudioWhat is authenticity? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351How can we become more authentic in our everyday working life? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351Chapter 15: Asynchronous communication and AI – a powerful duo to supercharge performance . . . . . . . . . . . . . . . . 355By Laura Jeffords Greenberg, senior legal director, Worksomeand AI consultant at LEGITUnderstanding asynchronous and synchronous communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 356Superpower legal operations with asynchronous communication and AI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358Practical steps and best practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 362About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367