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Legal services delivery: Difference between revisions
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:''“More recently the buzz and effort has shifted from innovation in legal expertise (inventing [[derivatives]], [[CDO]]s and so on) to how the services that embed that expertise are delivered.”'' | :''“More recently the buzz and effort has shifted from innovation in legal expertise (inventing [[derivatives]], [[CDO]]s and so on) to how the services that embed that expertise are delivered.”'' | ||
The learned authors recognise that true legal innovation, emerging product trends, are — or, in the good old days, ''were'' — less susceptible to the “march of the [[chatbot]]s”, but have concluded, by means of a crystal ball | The learned authors recognise that true legal innovation, emerging product trends, are — or, in the good old days, ''were'' — less susceptible to the “march of the [[chatbot]]s”, but have concluded, by means of a crystal ball singularly not accessible to this old fool, that it’s all changed now. One adds value, by supersizing, or adding fries. | ||
But here is the thing. | |||
The marginal return on an activity is not a function of how intrinsically ''clever'' it is, but on how ''difficult'' it is to do. It is ''not'' difficult to do clever things with a computer. All you need is a computer. But all anyone else needs is a computer. Seeing as that anyone else will be a competitor of yours, you will find yourself in a very fast race to the bottom of a very large tank, with a very hard, very flat, very unforgiving concrete floor. The value of anything, however clever, that any fool can do with a computer, without help, will be zero. Ask Kodak. Ask the people who make postcards and aerogrammes. | |||
But value-added legal work is — always has been — about edge cases: new developments. Bespoke situations. It ought to be a truism that “legal” is not part of the operational infrastructure. ''Legal doesn’t make widgets''. To be sure, part of the mandate should be to commoditise new products, productionise them, and hand them off to operations teams who ''can'' make widgets. | But value-added legal work is — always has been — about edge cases: new developments. Bespoke situations. It ought to be a truism that “legal” is not part of the operational infrastructure. ''Legal doesn’t make widgets''. To be sure, part of the mandate should be to commoditise new products, productionise them, and hand them off to operations teams who ''can'' make widgets. | ||