Innovation is taking place in many parts of the legal ecosystem these days. Yet, as relates to legal operations inside corporate legal departments, a refreshing community of practice is starting to unfold. The camaraderie and fellowship among practitioners,
This week, we are fortunate to have a special guest contribution from Jason Moyse, a very talented legal innovator and entrepreneur based in Toronto. After cutting his teeth as a legal counsel and program manager at Xerox Canada, Jason has been an active participant in some North America’s and the UK’s most interesting and important legal innovation projects, including LawMade (principal), MDR Lab (advisory board), Trustbot (advisory board), CodeX (fellow), Elevate Services (Manager, Legal Business Solutions), and the MarS LegalX cluster team (industry lead).
In early June, Jason travelled to Redmond, Washington to serve as outsider chronicler of Microsoft’s Trusted Advisor Forum.
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For many of us, success is partially a function of being at the right place at the right time. Yet, this type of luck often has even larger second-order effects, such as the ability to see new and emerging business opportunities. Indeed, this is how I see the careers of Ian Nelson and Chris Wedgeworth, who were part of the sales team that helped Practical Law Company (PLC) enter and dominate the U.S. market.
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Since graduating from law school in 2015, I’ve spent a lot of time in the room where it happens. I’ve served in leadership roles on local, state, and national bar associations; I’ve traveled around the country speaking with lawyers and law students of all sorts; and I’ve helped the sausage get made.
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The U.S. legal profession is suffering from an enormous leadership vacuum. As a collective group, the lawyers with the most stature and gravitas — law school deans, managing partners of prestigious firms, GC of major companies, state and federal judges — are failing to step up, largely because each has a day job that is all consuming. As a result, profits per partner climb, in-house lawyers get their bonus, law schools hang onto their US News ranking, and the courts make it through another challenging fiscal year. But collectively, we have very few establishment leaders exhorting us to evolve in the public interest. That’s a vacuum.
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Several years ago, if someone asked me how to solve the U.S. access to justice problem, I would have replied, “more government funding, more generous philanthropy, and more pro bono hours from lawyers.” With these greater inputs, a lawyer would be available to every citizen needing to access the legal system. Almost as a reflex, I suspect a large number of my lawyer peers would have given the same answer.
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The graphic above is worksheet designed to aid the development and adoption of legal innovations. I created it for my “How Innovation Diffuses in the Legal Industry” courses at Bucerius and Northwestern Law (downloadable PDF available here). This past week, I had the opportunity to present it at LMA’s P3 Conference in Chicago.
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As a sixth grader at Ridgebury Elementary, I completed my math and language homework using a workbook. In junior high, I moved on to textbooks, anthologies, and primary sources. Now, nearly 40 years later, I find myself returning to a workbook to learn leadership, an elusive skill set for many in the professional class.
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We are headlong into a period in which law schools, when considered as a whole, are working hard on innovation. This innovation pertains to the full gamut of law school operations and activities. This includes:
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In Part I (094) of this two-part series, we noted that within the broader economy, Glassdoor ratings are associated with strong organizational performance, such as higher sales, greater profits, and superior market returns. We
How many readers find value from ratings and reviews on Yelp, Angie’s List, Consumer Reports, Healthgrades, Trip Advisor, Amazon and Ebay?
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