Category «Management»

Deep Coverage

Right now the dominant AI strategy in law is using AI to replace or augment human labor on work product. Document review. Contract analysis. Research. First drafts. The logic is straightforward: if AI can do in minutes what an associate does in hours, the firm gets more efficient, margins improve, and clients eventually get lower costs. Every elite firm is running this play. Almost none has reckoned with where it ends. Josh Kubicki⁠ proposes an innovative, actionable and success driven deep coverage alternative that re-frames the institutional infrastructure around both the partners and the clients.

Subjects: AI, Education, Law Firm Marketing, Legal Marketing, Legal Profession, Legal Research, Management

Like Lawyers In Pompeii: Is Legal Ignoring The Coming AI Financial Crisis? (Part IV)

It’s time for lawyers and legal professionals to follow the money to assess the risks of AI. By Stephen Embry and Melissa Rogozinski.

Subjects: AI, Energy, KM, Leadership, Legal Profession, Management, Technology Trends

Like Lawyers In Pompeii: Is Legal Ignoring The Coming AI Infrastructure Crisis? (Part I)

Stephen Embry and Melissa Rogo Rogozinski identify the multiple risk factors involved in the increasing usage of AI in the legal sector, including infrastructure gaps between chip capacity, demand for energy sources and building new data centers, as well as vendor dependencies, promises and deliverables. This four part series is available on LLRX.

Subjects: AI, Computer Security, Cybercrime, Education, Intellectual Property, KM, Management, Privacy, Software, Technology Trends

Like Lawyers In Pompeii: Is Legal Ignoring The Coming AI Cost Crisis? (Part II)

Stephen Embry and Melissa Rogozinski challenge the assumption fueling the explosion of AI use in legal is that it will save gobs of time. These savings will inure to the benefit of lawyers and clients, will lead to fairer methods of billing like alternative fee structures, will get better results, improve access to justice, and lead to ‘world peace’. Well, maybe even the vendors would not go so far as to guarantee the last one. But vendors do seem to be guaranteeing everything but that. And pundits talk as if AI will transform legal from the ground up. Law firms are buying into the hype, investing in expensive systems that do things they barely understand. See also Part I of their article here.

Subjects: AI, Continuing Legal Education, Cybercrime, Cybersecurity, Education, KM, Legal Profession, Legal Research, Management

The Grief You Can’t Name – How Change and Transformation Influence You

When organizations ask people to change how they work, they’re not just asking them to learn new procedures. They’re asking them to grieve what made them valuable, release what gave them pride, and trust that something on the other side of that loss will be worth it. Kevin Novak describes how oganizations pour billions into change management while ignoring the psychological truth underneath: regardless of the situation, when confronted with organizational change, humans go through the same grief cycle first identified by Elisabeth Kübler-Ross. Her book, On Death and Dying, published in 1969, introduced the concept of the Five Stages of Grief. Those five stages are denial, anger, bargaining, depression, and acceptance. Her intent wasn’t an application to organizational change or transformation, or even a recognition of how we all go through stages when confronted with any personal or professional change. However, Novak states that ongoing research and his company’s study of the human factor, demonstrate her model’s applicability. Understanding these stages can help inform individuals facing change as much as for how leaders approach transformation.

Subjects: Communication Skills, Communications, Education, Ethics, Leadership, Libraries & Librarians, Management

The Law Firm Pyramid Rollover

Heather Suttie is widely acknowledged as one of the world’s leading authorities on legal market strategy and management of legal services firms. In this article she addresses how artificial intelligence, pricing, and transience of the legal service sector’s workforce will cause the traditional law firm pyramid structure to rollover like an upending iceberg. The result? By 2030, global legal services will operate much differently than they do now.

Subjects: AI, Continuing Legal Education, Economy, Financial System, Leadership, Legal Profession, Management

Another Brilliant Idea! the Hidden Dangers of Sycophantic AI

Jordan Furlong’s article expands analysis on the already noted risks arising from lawyers using AI. Generative AI can be incredibly, and dangerously, sycophantic. This is particularly worrisome for lawyers, because if they lose intellectual skills, what will they left to offer people? Furlong notes that the similarities between lawyer thinking and AI “thinking” should be a cause for alarm within the legal profession.

Subjects: AI, Communication Skills, Communications, Legal Education, Legal Profession, Legal Research, Management

The Pragmatic Pivot: Selling Defensible Wins in the Law Department’s Middle Ground

Law department innovation leaders operate at a demanding intersection. They must innovate in measurable ways. Yet, particularly in the current economic climate, this mandate collides head-on with intense budget scrutiny, hiring freezes, and an unrelenting demand for immediate, tangible returns. Big tech visions often yield to the urgent need for pragmatic cost control. So, how do we advance an innovation agenda in a way that is both impactful and financially defensible right now? Dennis Kennedy, Director, Center for Law, Technology & Innovation Michigan State University College of Law, advises that the most pragmatic, resilient, and successful innovation strategy for law departments today involves strategically targeting the vast, resource-intensive “middle ground” of legal work with AI. 

Subjects: AI, Communications, KM, Leadership, Legal Profession, Management

AI in Finance and Banking, May 31, 2025

This semi-monthly column by Sabrina I. Pacifici highlights news, government documents, NGO/IGO papers, conferences, industry white papers and reports, academic papers and speeches, and central bank actions on the subject of AI’s fast paced impact on the banking and finance sectors. The chronological links provided are to the primary sources, and as available, indicate links to alternate free versions. Five highlights from this post: Wall Street Banks, Executives and U.S. Regulators Raise Warnings over Lack of AI Security; Expecting job replacement by GenAI: effects on workers’ economic outlook and behavior; The Economics of Transformative AI; Artificial intelligence and human capital: challenges for central bank; and Rising Adoption of Artificial Intelligence in Financial Operations

Subjects: AI in Banking and Finance, Congress, Cybersecurity, Economy, Financial System, KM, Legal Research, Management

AI in Finance and Banking, April 30, 2025

This semi-monthly column by Sabrina I. Pacifici highlights news, government documents, NGO/IGO papers, conferences, industry white papers and reports, academic papers and speeches, and central bank actions on the subject of AI’s fast paced impact on the banking and finance sectors. The chronological links provided are to the primary sources. Five highlights from this post: The rise of the AI investment banker; AI and Productivity in Europe; The Global Impact of AI: Mind the Gap; AI tools mostly fumble basic financial tasks, study finds; and The CFO Imperative How Finance Leaders Are Staying Ahead In A Volatile World.

Subjects: AI in Banking and Finance, Economy, Education, Financial System, Leadership, Management, Technology Trends