Legal Tech
How Technology is Changing the Legal World
Zusammenfassung
This new handbook comprehensively analyses the current and future states of digital transformation in the legal market and its implications from a global perspective. It provides a multi-faceted overview of the use of legal tech in law firms and legal departments in different parts of the world (including Africa, Australia, Brazil, Canada, China, Europe, Russia, and the United States) and formulates clear-cut strategic advice for a successful digital transformation. With concrete examples, best practices and first-hand experience reports, more than 50 renowned international experts explain how and to what extent legal tech - through automation and technology - will change the way legal services are delivered. The reader learns what strategic decisions and steps are necessary to equip the legal industry for the changes to come. Future developments (e.g. smart contracts, blockchain, artificial intelligence) are also explained and analysed in this unique book.
Markus Hartung is an attorney-at-law and a mediator as well as director of the Bucerius Centre of the Legal Profession (CLP) at the Bucerius Law School, Hamburg. Dr Micha-Manuel Bues is co-founder and managing director at BRYTER, vice president of ELTA, as well as member of the Executive Faculty of the Bucerius CLP. Dr Gernot Halbleib is a legal professional, entrepreneur and consultant for law firms, corporate legal departments and legal tech start-ups in the fields of Legal Tech and business development. He is also a member of the Executive Faculty of the Bucerius CLP.
Abstract
This new handbook comprehensively analyses the current and future states of digital transformation in the legal market and its implications from a global perspective. It provides a multi-faceted overview of the use of legal tech in law firms and legal departments in different parts of the world (including Africa, Australia, Brazil, Canada, China, Europe, Russia, and the United States) and formulates clear-cut strategic advice for a successful digital transformation. With concrete examples, best practices and first-hand experience reports, more than 50 renowned international experts explain how and to what extent legal tech - through automation and technology - will change the way legal services are delivered. The reader learns what strategic decisions and steps are necessary to equip the legal industry for the changes to come. Future developments (e.g. smart contracts, blockchain, artificial intelligence) are also explained and analysed in this unique book.
Markus Hartung is an attorney-at-law and a mediator as well as director of the Bucerius Centre of the Legal Profession (CLP) at the Bucerius Law School, Hamburg. Dr Micha-Manuel Bues is co-founder and managing director at BRYTER, vice president of ELTA, as well as member of the Executive Faculty of the Bucerius CLP. Dr Gernot Halbleib is a legal professional, entrepreneur and consultant for law firms, corporate legal departments and legal tech start-ups in the fields of Legal Tech and business development. He is also a member of the Executive Faculty of the Bucerius CLP.
- Kapitel Ausklappen | EinklappenSeiten
- I–XXIV Titelei/Inhaltsverzeichnis I–XXIV
- 1–2 Introduction 1–2
- 3–38 Part 1: The Digital Transformation 3–38
- 3–14 A. Thoughts on Legal Tech and Digitalization (M. Hartung) 3–14
- I. Legal Tech: Is it really all that new
- II. Better technology, more risk capital
- III. Definition
- 1. What is Legal Tech
- a) Definitions from Wikipedia
- b) Definition according to a study by Bucerius CLP and The Boston Consulting Group
- 2. Taxonomy of Legal Tech
- a) Automated legal advice products
- b) Electronic marketplaces
- c) Legal process outsourcing
- d) e-Discovery and document review
- IV. Legal Tech and Access to Justice (A2J)
- 1. Consumer advice (B2C)
- a) German study of 2013 on the behaviour of people seeking legal advice
- b) Lawyers’ self-perception
- c) The advantages of Legal Tech over lawyers
- d) Platforms
- e) Interim-conclusion
- 2. Business law advice (B2B)
- a) Different roles of lawyers in B2B
- b) Software replaces lawyers
- c) Access to information
- 3. Legal Tech helps law firms to transform their services
- V. Conclusion
- 15–26 B. Digital Transformation: Success Factors (Bues) 15–26
- I. Introduction
- II. Strategies for Digital Transformation
- 1. Framework for a Digital Strategy
- 2. Exploration & Vision: What can and should be changed, and when
- a) Business models
- b) Processes
- c) Structures
- d) Customer experience
- 3. De-masking & Kick-off: Success factors
- a) Identification of internal barriers
- b) Building blocks of an innovation culture
- c) Clear leadership and management buy-in
- d) Participation of the entire company
- 27–38 C. How to Develop a Legal Tech Strategy (Halbleib) 27–38
- I. Introduction
- II. Examples of Legal Tech Strategies and Legal Tech Products
- III. Increasing Efficiency of Existing Legal Products
- 1. Step 1: Business Analysis and Identifying Potential for Efficiency Increases
- 2. Step 2: Workflow Analysis
- 3. Step 3: Implementation
- IV. Development of new Digital Legal Products
- 1. How to Generate Ideas for new Legal Products
- 2. Digital Products Require new Billing and Business Models
- 3. High Initial Investments are Necessary
- 4. Return on Investment
- 5. Legal Requirements
- V. Conclusion: Entrepreneurial Thinking is Crucial
- 39–104 Part 2: Legal Tech and Big Law 39–104
- 39–43 A. The Legal Industry in Transition – How Did We Get Here and How Has Technology Changed the Marketplace? (Cohen) 39–43
- I. From Guild to Marketplace
- II. The Forces of Change
- III. Technology’s Impact on Transformation
- IV. The Changing Role of Lawyers
- V. The “Profession,” the “Industry,” and Self-Regulation
- VI. The Value of Independent Regulators: The UK Bifurcated Model
- VII. Conclusion
- 44–48 B. Big Law & Legal Tech (Wenzler) 44–48
- I. Challenges
- II. Opportunities created by technology
- III. The law firm of the future
- IV. Technology, data and the division of labor
- V. Conclusion
- 49–57 C. Commercial Law Firms Under the Influence of Artificial Intelligence – Status Report and Outlook Using the Analysis Software Kira as an Example (Krause/Hecker) 49–57
- I. Introduction
- II. Main area of application of legal due diligence
- III. Machine learning technology
- IV. Further areas of application
- 1. Compliance
- 2. Contract management and contract design
- 3. Lease abstraction
- V. Application of the software
- 1. How does analysing with Kira work
- 2. Clear comparison of summary and original document
- 3. Tags
- 4. Quick Study
- 5. Project management tool
- 6. Security issues
- VI. Advantages of using Kira
- VII. Can Kira replace lawyers
- VIII. Challenge for law firms
- 58–67 D. Law Firms as Incubators: Lessons Learned from the First Initiatives (Bernard) 58–67
- I. Introduction
- II. Strategizing innovation… and assessing where incubation fits in
- 1. Focusing on client pain points
- 2. Opening a window to allow for deeper exploration
- 3. Law firms: Giving it some thought… and a structure
- III. Incubating ideas, incubating solutions
- 1. A portfolio approach
- 2. Preparing the future with current parameters at hand
- 3. The startup bias
- 4. Startup washing: an unsustainable signal
- IV. Incubation as a catalyst of human synergies
- 1. Lateral perspective: not the external caution you may look for
- 2. Lawyers: at the core of incubation
- 3. Business support’s role growing through incubation
- 4. Dedicated team and resources
- V. What could possibly go wrong? Leveraging the risk of failure
- 68–73 E. Norton Rose Fulbright ContractorCheck: From Development to Use of an Online Tool in Employment and Labor Law (Fiedler) 68–73
- I. Legal issues prompting the need for ContractorCheck
- II. ContractorCheck
- 1. First step: Deciding on employment and labor law
- 2. How does the ContractorCheck work
- a) Basic functionality
- b) Logic of ContractorCheck
- c) Development of ContractorCheck
- 3. What were the next steps
- 4. How is ContractorCheck used
- 5. Who is ContractorCheck relevant for
- III. Conclusion
- 74–80 F. Deloitte + Legal + Tech (Northoff/Gresbrand) 74–80
- I. Document Automation “plus alpha”
- II. Legal Expert Systems: Low Tech, High Impact
- III. Information Extraction
- IV. e-discovery
- V. The Challenge of Legal Tech
- VI. What’s Next
- 81–89 G. The Big Four and the Digital Revolution (von Busekist/Glock/Mohr) 81–89
- I. Introduction
- II. Opening up to the digital transformation
- III. Openness for fundamental changes to processes and process design
- IV. More interdisciplinary links with non-legal fields
- V. Back to the start: Innovation as a driver of digital transformation in legal consulting
- VI. Implementation, and then what? – An outlook
- 90–92 H. Law Firm Innovation – from Incubators to Transformation (Tromans) 90–92
- I. Beyond Utility, Beyond Basic Innovation
- II. Bringing legal tech companies into the law firm
- III. Training and new career paths
- IV. Education and capacity building
- 93–104 I. The Clearspire Story (Cohen) 93–104
- Preface
- I. Introduction: The Legal Marketplace At The Time Of Clearspire’s Founding
- II. The Clearspire Founders And Their Vision
- III. The Regulatory Issue And The Two-Company Model
- IV. Coral: The Clearspire Technology Platform
- V. The Path To Market
- VI. Marketplace Challenges
- VII. Marketplace Reception
- VIII. Lessons Learned: Clearspire In Hindsight
- Epilogue
- 105–134 Part 3: Legal Tech in Small and Medium Firms 105–134
- 105–114 A. Legal Tech – The Digital Mindset (Klock) 105–114
- I. Legal Tech brings the legal world to the state of facts and puts all participants on an equal footing
- II. Does Legal Tech concern me at all
- III. How to implement Legal Tech in your law firm
- IV. Focus and strategy as an important part of the Legal Tech mindset
- V. Reorienting the firm’s focus
- VI. The (right) product – The Key to Success
- VII. Making Business – Marketing and sales are also important for small law firms
- VIII. They have to know you – Getting Attention
- IX. The more you internalize Legal Tech, the sooner software is needed
- X. Big steps for small budgets
- XI. Bringing the product to Tech and creating the basis for further growth
- XII. Legal Tech installed – What are the consequences for my business model
- XIII. Fundamental influence of Legal Tech on the business model of these firms
- XIV. The threat to one’s own business model is turning into an opportunity for strong growth
- 115–120 B. Transforming a Consumer Law Firm to a Modern Legal Service Provider (Gansel) 115–120
- I. Introduction
- II. Consumer lawyers and technology at the end of the 20th century (1999–2005)
- 1. Crime scene: Capital market
- 2. Consumer-friendly jurisdiction stirs customers into action
- 3. The law firm as a manufactory
- III. Our new mindset: From reaction to action (2006–2014)
- 1. Public relations and marketing
- 2. Operations, A-Team and front office
- 3. Right to free admission: Initial consultation and coverage inquiry for free
- 4. From audiences to phone calls to e-mails
- 5. Understandable language instead of technical jargon
- 6. The digitalization of documents and data
- 7. Mobile Working: Useful for individuals and companies
- 8. Specialization and knowledge management
- IV. Rethinking legal services (2015–2018)
- 1. Modern corporate management structure
- 2. Business Development role
- 3. Implementing Software Development
- 4. New job profiles: Legal Architect, Legal Engineer, Product Owner, Scrum Master
- 5. Think tank: “Legal Hackathon”
- 6. Making use of Artificial Intelligence
- V. A gleam of hope for collective law enforcement in 2018
- VI. Conclusion
- 121–126 C. Legal Tech in a Small Specialist Law Firm (Greisbach) 121–126
- I. Area of activity/Use-case
- II. Approach
- III. Procedure
- 1. Recording the facts
- a) Method of recording
- b) Validation of facts
- c) Examination of facts
- 2. Process flow
- a) Task
- b) Technical implementation
- IV. Meaning of “Tech” in Legal Tech
- 127–134 D. With Our Back to the Wall! How Digitalization Saved Our Law Firm – and, in Addition, Brought Us a Large Number of Clients (Solmecke) 127–134
- I. A traffic jam, to start with
- II. A television dispute
- III. First attempts at reorganization
- IV. Working with a call center
- V. Self-developed software
- VI. Paper files as an obstacle to innovation
- VII. Lessons learned
- VIII. The Redtube warning wave
- IX. In conclusion
- 135–180 Part 4: Legal Tech Goes Inhouse 135–180
- 135–149 A. Legal Tech in Inhouse Legal Departments (Quade) 135–149
- I. Introduction
- II. Preparations for the digitalization of the legal department/Digitalization readiness
- 1. Process documentation and analysis
- 2. Target areas for digitalization
- III. Strategy and architecture
- 1. Strategy
- 2. Architecture
- a) An application platform architecture
- b) A complex, integrated single-point solution application architecture
- IV. The digital legal department as software development department
- 1. Standard applications
- 2. Self-developed applications
- 3. Customizing
- 4. Agile applications
- V. Use cases
- 1. Smart contracts
- 2. External legal manager
- VI. Data ownership
- VII. Employee motivation and qualifications
- VIII. Conclusion and next steps
- 150–155 B. Legal Tech Made to Measure – the Contract Drafting Process with the Audi DocCreator (Brtka/Keller/Levien) 150–155
- I. Introduction
- II. Preliminary considerations
- III. Requirements analysis and first steps
- IV. Rights/role concept
- V. Content and user guidance
- VI. Conclusion and outlook
- 156–165 C. From Contract Management to Legal Content Management (Jacob) 156–165
- Summary
- I. Introduction
- II. Current state of play in Contract Management
- 1. What is Contract Management
- 2. Contract Management at SAP
- 3. Processes
- 4. Technology
- 5. People
- 6. Content
- 7. Self-perception and external perspectives
- 8. The “Moonshot Paradigm” or why did we start all over again
- III. The future of Contract Management is Legal Content Management
- 1. Information-Enable the Legal Department
- 2. The impact on the development of future SAP solutions
- IV. Conclusion
- 166–171 D. Workflow Automation (Rackwitz/Corveleyn) 166–171
- I. Developments in the legal field
- II. What does workflow digitisation mean
- III. Concrete example: Corporate Housekeeping
- IV. Challenges
- 1. Challenge no. 1: Who is interested in workflow efficiency
- 2. Challenge no. 2: Rebundling/point solutions
- 3. Challenge no. 3: Change management and individual understanding of roles
- 4. Challenge no. 4: regulatory hurdles
- V. Outlook
- 172–180 E. Digitalization of International Contracting Practices (Magrini/Blase) 172–180
- I. Introduction
- II. Business Requirements
- 1. Cost Pressure
- 2. Reliability and Quality of Process
- 3. Multinationality: Different Languages, Different Jurisdictions
- 4. Market Volatility
- 5. Flexibility
- III. Requirements of Legal Departments, illustrated with a Best Practice Example: Heraeus Group
- 1. Drivers of Change in Legal Departments
- 2. Different Digitalizations and Their Importance for Law Departments
- 3. Increasing Expectations of Legal Departments in Terms of Digitalization
- IV. Working with Lawforce
- 1. Lawforce Generator: Contract Drafting Internationally
- 2. Approval Tool: Approval and Risk Management System
- 3. Review Function: Support for End-to-End Quality Checks
- V. Outlook
- 181–246 Part 5: The Ecosystem 181–246
- 181–188 A. LegalZoom: Fighting the A2J Crisis (Hartman/Rampenthal) 181–188
- I. Introduction
- II. A Mission Under Threat
- III. Identifying the Legal Access Gap
- IV. A New, Old Hope for the Profession
- V. Staying on the Journey
- 189–196 B. Legal Publishers, Legal Technology, and the New Legal Landscape (Curle) 189–196
- I. Prelude: HOW is the New WHAT
- II. From Information to Action
- III. The Structure of a Top-Heavy Industry
- IV. The Big Three: Consolidation, and the Shift from Content to Solutions
- 1. 20th Century Consolidation: Content, content, content
- 2. 21st Century Consolidation: From Content to Legal Solutions
- V. The Market Begins to Recognize this Move Beyond Content
- VI. Advantages and Challenges: Legal Publishers as Solutions Providers
- 1. Challenges
- 2. Opportunities
- VII. Future Outlook
- 197–202 C. Legal Tech Education at Bucerius Law School (D. Hartung) 197–202
- I. The vision
- II. The set-up
- III. A journey of discovery through the United States
- IV. From theory to practice
- V. Our MVP – Legal Technology Showcase Lecture
- VI. Rapid Prototyping – Coding 4 Lawyers, Algorithmic Decision Making and Programming Languages in Law
- VII. Where we are today
- VIII. The Way Ahead
- 203–206 D. The Paris Bar Incubator: a Story of Breaking New Boundaries (Damelet/Smatt Pinelli/ Blanc) 203–206
- I. Introduction
- II. The Founding of the Paris Bar Incubator
- III. The Centers of Interest: The Clusters
- 1. The ‘‘Communication’’ Cluster
- 2. The “International and European” Cluster
- 3. The ‘‘Justice’’ Cluster
- 4. The ‘‘Deontology’’ Cluster
- 5. The ‘‘Recognition and Award ‘’ Cluster
- 6. The ‘‘Economic Forecasting’’ Cluster
- 7. The ‘‘Prospective Identity’’ Cluster
- IV. Moving on
- 207–212 E. Transforming Lawyer-Client Collaboration and Creating Lasting Change Through LawWithoutWalls (DeStefano/Pagano) 207–212
- I. New Focus on How Lawyers Provide Service
- II. LawWithoutWalls: Transforming How Lawyers Collaborate with Clients
- 213–227 F. Measuring Innovation to Drive Change and Improve Legal-Services Delivery and Access for Everyone (Linna) 213–227
- I. Introduction
- II. How to Construct a Measure of Innovation? Apply Proven Innovative Processes
- III. Launching the Law Firm Innovation Catalog and the Law Firm Innovation Index
- IV. Transparency, Accountability, and Driving Change
- V. Time to Get Rigorous: From Anecdotes and Intuitions to Data
- VI. What Does True Innovation Look Like
- VII. The Legal Services Innovation Index is NOT a Ranking
- VIII. The Law Firm Innovation Catalog
- 1. Categorizing the Innovations
- 2. Discipline or Tool Driving the Innovation
- 3. Area of Law
- 4. Catalog by Law Firm
- IX. Law Firm Innovation Index
- 1. Law Firm Websites Searched for Hits on Innovation Terms
- 2. Innovation Categories and Search Terms
- 3. Hits by Innovation Category
- 4. Average Hits by Jurisdiction – Firms Grouped
- 5. Hits by Individual Law Firms – Percentile Order
- X. Law School Innovation Index – November 2, 2017 Prototype
- 1. Legal-Service Delivery Disciplines Taught in JD Courses
- 2. “Law and Technology” Topics Taught in JD Courses
- 3. Number of Legal-Services Delivery Disciplines Taught By School
- 4. Legal-Services Delivery Innovation and Technology Disciplines Taught
- 5. “Law and Technology” Courses Taught
- 6. Innovative Law School Programs by Type
- 7. Summary of Law School Legal-Services Delivery Programs by School
- 228–232 G. Litigation Funding and Predictive Analytics (Kohlmeier) 228–232
- I. Litigation Funding
- 1. A short introduction to Litigation Funding
- 2. Internal Processes
- II. Predictive Analytics
- 1. A short introduction to Predictive Analytics
- 2. Problems and approaches to solving them
- III. Already foreseeable and future effects on the business models of Litigation Funders – and the Legal Market in general
- 1. Turning Risk into Value
- 233–246 H. Online Dispute Resolution – ODR (Braegelmann) 233–246
- I. Introduction: Which Way to the Online Court
- II. The Growing Prevalence of Online Dispute Resolution
- III. The ODR Model Law of the UN
- IV. Online Dispute Resolution in Practice – Current Examples for ODR
- V. The EU as a legal pioneer in ODR legislation
- 1. Background
- 2. The OS-Plattform of the EU
- 3. ODR implementation with the German Consumer Dispute Resolution Act
- 4. Assessment of the EU’s ODR Legislation
- VI. Computer-assisted structuring of litigation and jurisdiction and its impact on the legal profession
- VII. Judicial Online Dispute Resolution (JODR): The Online Court
- 1. The Briggs-Report on the Online Court
- 2. Concerns about online courts, especially from the point of view of the German legal system
- VIII. Final Thoughts: Online dispute resolution as a legal policy challenge
- 247–286 Part 6: Technology 247–286
- 247–255 A. How to Build a Robot Lawyer (Grupp) 247–255
- I. The time for legal Automation
- II. Use Case Example: Compliance Checks
- 1. Background and Tasks
- 2. Objective
- 3. Implementation: an Interactive Compliance Checker
- III. Use Case Example: Remuneration Agreement Check
- 1. Background and Objectives
- 2. Implementation
- IV. Additional Use Cases
- V. Legal automation: well-known technology in a new field of application
- VI. The status quo in legal automation: rules vs. data
- 1. Inductive approach: statistical systems
- 2. Deductive approach: rule-based systems
- 3. Working with RYTER
- 256–262 B. Document Automation (Halbleib) 256–262
- I. Applications of Document Automation
- II. How Document Automation Works
- 1. Preparing Templates for Automation
- 2. Using Automated Templates: Input of Data
- 3. Using Automated Templates: Migrating data from other systems
- III. Implementation
- IV. Outlook on Further Possible Applications
- 263–272 C. Artificial Intelligence in Law (Bues) 263–272
- I. Unpacking AI
- 1. Weak and strong AI
- 2. AI as a bundle of methods and techniques
- a) Machine Learning
- b) Natural Language Processing
- II. Legal AI: use cases
- 1. Legal Databases
- 2. E-Discovery
- 3. Legal Analytics
- 4. Document Analysis
- 5. Conclusion
- III. Challenges and risks of AI
- 1. AI is a development process
- 2. Data: hidden treasures
- 3. AI: a black box
- IV. Outlook
- 1. Automation by AI
- 2. Augmentation by AI
- 3. Personal knowledge and software knowledge
- 4. Data is gold
- 5. Competition with other providers
- 6. New legal teams
- 7. Conclusion
- 273–280 D. Blockchain – A New Foundational Technology in Law? (Glatz) 273–280
- I. Introduction
- II. Digital Property and Digital Scarcity
- III. Consensus Mechanisms
- IV. Smart Contracts
- V. Applications and Examples
- VI. Outlook
- 281–286 E. Smart Contracts for Modern Lawyers (Braegelmann/Kaulartz) 281–286
- I. Introduction
- II. Practical Examples
- 1. The Decentralized Autonomous Organization
- 2. Initial Coin Offerings
- 3. Flight delay damages
- 4. Leases
- 5. World Food Programme
- 6. Financial Transactions
- 7. Insurance
- 8. Decentralized Trading
- III. Legal qualification of smart contracts
- IV. Conclusion
- 287–390 Part 7: Country Reports Legal Tech 287–390
- 287–292 A. Legal Tech in Africa (Freitas) 287–292
- I. Law in Africa
- 1. Legal traditions are manifold in each African country, but opportunities for innovation are abundant
- 2. Some figures on the African legal environment
- a) Number of lawyers per capita
- b) Legal Open Data
- c) The Rate of formalization of entrepreneurial activity
- II. Legal Tech in Africa
- 1. A growing ecosystem, particularly active in English-speaking Africa
- 2. Foresight on Legal Tech in Africa
- a) Why could Africa become the continent of Legal Tech
- b) Difficulties to overcome
- III. Conclusion
- 293–297 B. Legal Tech in Australia (Ghiassi) 293–297
- I. A Long History of Innovation
- II. Australian Law Firms Turning to Technology
- III. Australian Technology Companies Providing Legal Services
- IV. A Growing Legal Tech Ecosystem
- V. Conclusion
- 298–302 C. Legal Tech in Austria (Martinetz) 298–302
- I. Introduction
- II. Legal Tech Environment
- III. Legal-tech Initiatives
- IV. Legal Tech Providers and Start-Ups
- 1. Legal Tech for Consumers
- 2. Legal databases
- 3. Platforms from Lawyers to Lawyers
- 4. Legal Research Tools
- 5. Smart Contracts
- 6. Law for students
- 7. Blockchain technology
- 8. Legal Tools
- V. Legal Tech Outlook in Austria
- 303–306 D. Legal Tech in Brazil (Toco) 303–306
- I. Introduction
- II. Legal Tech market growth
- III. Brazil LegalTech environment and regulation
- IV. Legal Tech Radar
- V. Success cases and the way forward
- 307–310 E. Legal Tech in Canada – Between Global Hotspot and Northern Sandbox (Blase) 307–310
- I. Toronto: The Past and The Future Co-exist
- II. Of Law Societies, Bar Associations & Attorney Generals
- III. British Columbia & Quebec: Public Sector Legal Tech
- IV. Alberta: Academic Trailblazers
- V. Legal Tech Start-ups
- 311–312 F. Legal Tech in China (Wang) 311–312
- I. Introduction
- II. Overview of Legal Tech Players
- III. Highlights of Legal Tech in Practice
- IV. Challenges and Opportunities
- 313–314 G. Legal Tech in Estonia (Nõlv) 313–314
- I. ExtendLaw
- II. Avokaado
- III. Environment
- 315–319 H. Legal Tech in Finland (Koulu/Markkanen) 315–319
- I. Introduction
- II. Legal Tech Scene in Finland
- III. Providers
- IV. Regulatory environment
- 320–325 I. Legal Tech in France (Aïdan) 320–325
- I. The Rise of French Online Legal Services Providers
- 1. Document Automation and French B2C “LSaaS” Apps
- 2. Online Dispute Resolution Solutions
- 3. Online Legal Matching Services
- 4. B2B Tech Solutions
- 5. The Digital Transformation of French Legal Community
- II. Regulatory Constraints and Other Challenges for the French Legal Tech
- 1. French UPL Issues
- 2. French Legal Tech and Ethics Compliance
- III. Conclusion
- 326–331 J. Legal Tech in Germany – Between Buzz Word and “Anwaltsschreck” (Barth) 326–331
- I. Controlling the legal tech chaos
- II. The German way: Look, test, wait
- III. Heroes of the little man
- IV. Strategies in “Big Law”
- V. The new mantra: added value
- VI. Are companies the better innovation drivers
- 332–334 K. Legal Tech in India (Bhagat) 332–334
- I. Legal Research
- II. Access to Justice
- III. Legal Tech is just beginning
- IV. Investments in Legal Tech
- V. Legal Tech Marketplaces
- VI. Regulation
- VII. Conclusion
- 335–338 L. Legal Tech in Israel (Fisher) 335–338
- I. Legal Tech scene in Israel
- II. Legal Tech Providers in Israel
- 1. Start-ups
- 2. Legal tech consultants
- 3. Law firms
- III. Regulatory Environment
- 1. Profession
- 2. Access to legal information
- 3. Language
- IV. Conclusion
- 339–344 M. Legal Tech in Italy (Gentile/Lorusso) 339–344
- I. Introduction
- II. The current stage of Legal Tech in Italy
- III. Legal management software
- IV. Databases
- V. Case management software
- VI. Commercial mediation and dispute resolution
- VII. The future stage of Legal Tech in Italy
- VIII. Italian Legal Tech community
- IX. Legal departments
- X. Conclusion
- 345–349 N. Legal Tech in Japan (Niioka/Okano) 345–349
- I. Overview
- II. Regulatory Environment
- III. Future Prospects
- 350–353 O. Legal Tech in the Netherlands (Zweers) 350–353
- I. Buzzwords
- II. Dutch Legal Tech
- III. Connecting islands
- IV. Hotbeds
- V. Risk-averse sector
- VI. Start-ups that make the difference
- VII. Bringing together
- VIII. Innovation starts with guts
- IX. Don’t be afraid to experiment
- X. R&D budget
- XI. Regulations
- XII. Don’t forget the clients
- 354–356 P . Legal Tech in Russia (Zscheyge) 354–356
- I. Historical development of the Russian Legal Tech market
- II. Market size, investments and major players
- III. Regulation and perspectives
- 357–361 Q. Legal Tech in Spain (González-Espejo/Fauqueur) 357–361
- I. A Brief description of the Legal Tech Scene in Spain
- II. Who are the providers
- 1. Legaltech developments in the public sector (G2C and G2P)
- 2. Legaltech developments in the private sector
- III. Regulatory Environment
- IV. Conclusions
- 362–364 R. Legal Tech in Sweden (Svärd) 362–364
- I. The Swedish legal tech scene
- II. Swedish legal tech providers
- III. The regulatory environment
- 365–368 S. Legal Tech in Switzerland (Arends-Paltzer) 365–368
- I. The biggest challenges: Multilingualism and a small market
- 1. Overview
- 2. The legal tech scene in Switzerland is in no way inferior to other countries
- 3. Tax and Legal Regulations
- 4. Each case must be decided on its individual merits
- 5. Legal Tech arrives in Switzerland
- 6.… and, Swiss universities get ready
- 7. To summarize
- 369–377 T. Legal Tech in the UK (Goodman) 369–377
- I. Introduction
- II. Big IT budgets boost legal tech
- III. Towards a different procurement model
- 1. The UK legal tech landscape
- 2. Post-downturn disaggregation and commoditisation
- 3. Blurred boundaries
- IV. Artificial intelligence as a game-changer
- V. The lawtech start-up phenomenon
- VI. Lawtech for good – and chatbots
- VII. Start-ups lead the devolution of legal IT
- VIII. Conclusion: Looking ahead
- 378–390 U. Legal Tech in the USA (Vogl) 378–390
- I. Introduction
- II. Part I: Big Data/Predictive Analytics in Law and its Impact on the U.S. Legal Market
- 1. What is Predictive Analytics
- 2. Help! The Robolawyers are Coming
- 3. Predictive Analytics in Law – Research
- a) Predicting Supreme Court Cases
- b) Predicting Criminal Defendants’ Behavior
- c) Predicting Tax Evasion and Tax Outcomes
- 4. Predictive Analytics in Law – Start-ups
- a) Search
- b) E-discovery
- c) Judicial/Litigation Analytics
- d) Contract Analysis
- e) IP Analytics
- f) Legislative Prediction
- g) Predictive Policing
- h) Lawsuit Financing
- 5. Open Questions Regarding Predictive Analytics in Law
- a) Predictive Analytics in Law – Technical Issues
- b) Predictive Analytics in Law – Explainability
- 6. Conclusion
- III. Part II: Legal Platforms and their Impact on the U.S. Legal Market
- 1. Introduction
- 2. Gatekeeping Regulations
- 3. First Movers
- 4. A New Generation of Platforms
- 5. Alternative Legal Service Providers
- 6. Conclusion
- 391–398 Part 8: Future 391–398
- 391–394 A. The 2020’s: Legal Services Merely Augmented by Lawyers (Kowalski) 391–394
- I. A New Workforce
- II. New Tools
- III. The 2020 s and Beyond
- 395–398 B. Four theses for the future (M. Hartung) 395–398
- Thesis 1
- Thesis 2
- Thesis 3
- Thesis 4
