Photo by Maarten van den Heuvel on Unsplash

For the legal industry, the answer is likely “now.”


Lawyers love the expression “better, faster, cheaper—pick two.”  But what happens when there is a change in the state of the art such that gains in all three are possible and the only constraint is a workforce with the requisite state-of-the-art skills?
Continue Reading When is a generational strategy the best strategy? (235)


Going long on our professional relationships.


Like many things in the world, the one-two punch of automation and the pandemic have vastly altered the landscape of professional networking.  To a great extent, building relationships in the clubhouse after a glorious afternoon on the links or while sipping a Woodford while awaiting your grilled branzino has been replaced, at least temporarily, with the likes of Zoom, Microsoft Teams and, of course, the business networking platform LinkedIn.

Some in the legal industry may welcome this sudden and stark shift, while other wish we could return to the ways things worked pre-pandemic. Alas, with COVID getting under control, we are finally in a position to construct a new normal that includes a heightened appreciation for technology.
Continue Reading One legal professional’s systematic approach to LinkedIn (234)


Preliminary thoughts on our next paradigm.

In Post 231, I presented a crowded and chaotic market map as evidence that the legal industry is the early days of a revolution in which the center of gravity is shifting away from one-to-one consultative services toward a new model that includes legal products and services. Further, I suggested that the auto industry circa 1905 provides the best metaphor to convey the breadth and depth of the change that is coming our way.

Another fruitful lens for analyzing the tumult in the legal market is the Kuhn cycle (see above graphic), which is the leading framework for explaining large-scale changes in science. See Thomas S. Kuhn, The Structure of Scientific Revolutions (4th ed. 2012).
Continue Reading Does the Kuhn cycle apply to law? (233)


Lawyers are trained to be good at what machines can’t do.


Will the world still need lawyers once AI gets really good?

The short answer is yes—and I believe it will still be yes no matter how good AI gets.  My view is not universally accepted, so I will need to lay it out, and that will involve some claims about what humans are and whether a machine can ever be like that.  This will shed considerable light on what lawyers essentially do, and help us to see how machines can help us to be better lawyers.
Continue Reading Legal’s AI rocket ship will be manned (book review) (232)


A crowded, chaotic landscape in love with the future.


The opening graphs of Richard Susskind’s Tomorrow’s Lawyers (2nd ed. 2016) predict the revolution that is now underway:

This book is a short introduction to the future for young and aspiring lawyers.

Tomorrow’s legal world, as predicted and described here, bears little resemblance to that of the past. Legal institutions and lawyers are at a crossroads, I claim, and will change more radically in less than two decades than they have over the past two centuries. If you’re a young lawyer, this revolution will happen on your watch. (p. xvii)

Indeed, only a revolution could explain the above “market map,” which reflects literally hundreds of point solutions for a rapidly expanding one-to-many legal marketplace.
Continue Reading The best metaphor for today’s legal market is the auto industry circa 1905 (231)


In ways that are often self-interested and counterproductive.


Why do I keep banging on about inquiry (i.e., asking good questions rather than advocating an opinion or advice)?  Because it’s so important and we’re  so bad at it.

I still remember the first time I tracked dialogue in a group of lawyer-leaders.   I was working with


Big data insights on tap, just like water, gas, or electric.


Every day of the year buyers and sellers enter into millions of contracts covering the purchase and sale of billions of dollars worth of goods and services.  Each one of these transactions requires each party to analyze the governing agreement to assess whether the agreement fits within its risk profile.

This analysis commonly is performed in one of two ways: (1) the party accepts whatever risk may be in the contract with no real analysis, or (2) a legal expert conducts an unstructured review and issues his or her opinion regarding the agreement.
Continue Reading Can contract analysis operate like a utility? (225)

Source: Legal Evolution PBC

T-shaped professionals building one-to-many legal solutions


If you’re a lawyer, is it worth your time to read a detailed post on the development and deployment of high-quality legal software?

Let’s rephrase the question: Do you want to develop sticky and rewarding client relationships while also developing new—and potentially large—revenue streams that have nothing to do with billing more time?
Continue Reading Strategies supporting the development and deployment of high-quality legal software (221)

Photo by BP Miller via Unsplash / Clear-sighted & pragmatic teams will win the day.

Talk of disruption dominated the last decade.  In 2021, widespread change in legal markets appears elusive.  Will this time be different?

Today’s post (219) is Part IV of #GreatExpectations for the #GreatReset, a 5-part series on