The context is major projects. In legal services the issue is subtly different; an innate resistance to innovation in the face of an identifiable technological threat. Lawyers increasingly face technological advances – AI, e-disclosure, Watson, for instance – which are bearing down on the established modes of working. At the same time lawyers, BigLaw in particular are (with exceptions) resistant to serious innovation, because the traditional model – partners managing ranks of associates billing by the hour - has been so extraordinarily successful at delivering riches.
If legal futurologists – Susskind et al – are right, then technological advances will in time destroy that model and usher in a new world of unbundled legal services.
Maybe. For those in legal services who recognise the threat (or indeed opportunity) of technological innovation but are not yet all-in for technology-driven unbundled services, what to do? The immediate task is to identify technology tools which complement both existing ways of working, but also innovation. Process automation is part of that.