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Probably not, but we’ll see.  A surprising conversation with digital transformation expert Isabel Parker

It’s already been quite a year for law firm innovation.  Just last month, Norton Rose Fulbright launched LX Studio, a new “innovation-focused” subsidiary, and Wilson Sonsini unveiled Neuron, a proprietary SaaS platform for start-ups.  Exciting propositions, but the development that had the NewLaw cognoscenti scratching their heads was ‘white shoe’ firm Cleary Gottlieb launching of ClearyX, which the firm describes as a “platform for highly efficient, AI and data-driven legal services.”

What’s driving these unveilings? And, are these new platforms worthwhile?
Continue Reading Q: The first “White Shoe” law firm launched an innovation subsidiary. Does that matter? (315)

How legal services will be evaluated in 2021 and beyond

NewLaw is not what you think it is.  It is not a label to be applied only to new companies with trendy names.  It is a business model that any legal services provider can, in theory, adopt.  Cf. Post 055 (discussing clear evidence that “legal operations is a discipline” for buyers and sellers of legal services and thus not just a role within a legal department). But, while new companies built for it, others have to overcome how they created themselves in the first place.
Continue Reading Metrics of the NewLaw Model (206)

No matter what happens, we’re all going to learn something.

In 2014, I was invited to lunch with Joe Andrew, the chairman of Dentons, in his DC office.  The invitation came from John Fernandez, an Indiana Law alum who joined Dentons a couple of years earlier after two decades in government.  Joe and John came up through the ranks together in Indiana Democratic politics, with Andrew eventually becoming Chairman of the Indiana Democratic Party (from 1995-1999) and Chairman of the Democratic National Committee (1999-2001).
Continue Reading Special Post: Dentons rolls out Project Golden Spike (120)