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it to drive down costs with its incumbents. Another company relished
the enhanced user experience of comparing provider proposals (which
included comparing D&I commitment), eliminating the tedious and
time-consuming practice of trawling through hundreds of spreadsheets.
I believe that we have only really begun to scratch the surface
with AI's capacity and use in business. Platforms of all shapes and sizes
are emerging, all claiming to be using AI to add value. Those that will
survive and thrive, however, will be those that are configurable for
the rapidly developing needs of business. Corporations are thankfully
becoming increasingly focused on environmental and societal issues,
including D&I. In this regard, the recent Statement on the Purpose of a
Corporation signed by 181 CEOs is encouraging, although it remains to
be seen if requisite actions follow the words.
Society currently needs more cohesion; we have seen the global
unrest caused by people feeling "left behind." Such political climates pose
a threat for many businesses. AI that helps to create a level playing field
among providers can foster greater economic and cultural inclusiveness.
A Note of Caution
As with any other new technolo, when introducing an AI tool into a
business or a law firm, it's very important to pay attention to managing
the cultural change along with the process change. For example, suppose
a general counsel of a large company is very excited about what AI
technolo can do for them. He or she has a vision for revolutionizing the
sourcing process, and the core leadership team decides to implement the
AI-based solution. While that's great, it's not enough.
It's never about just deployment—it's about institutionalizing and
delivering results from the change; and that can only be achieved with
a unified communications strate and, most importantly, empathizing
with those who haven't been part of the decision to introduce new
technolo into their daily practice. Those users need to understand
the what, why, how, and the implications of not making the change.
The right communication, retraining, and a bit of patience will help
everyone adapt and benefit from this inevitable new wave.
The Legal Workforce Is about to Change
Finally, I was recently at a conference where I heard the global head of a
very large law firm rather smugly say that he had not seen any significant
changes in how clients instructed and paid his firm over the last ten
years. He also said he did not anticipate any significant changes in the
upcoming ten years. Put very simply, I think he is wrong—big time!
AI and platforms will transform how companies select and
engage with service providers in the future. The ability for platforms
to collect and analyze data to affect better outcomes for business is
transformative. It would, frankly, be negligent for business leaders
not to take advantage of these technologies. Platforms can also process
feedback and utilize it to drive better behaviors among providers,
including toward D&I. The era of AI use with platforms is advancing
rapidly. There is no going back. Law firms and other service providers
take note! ILTA
The late, great Shirley Chisholm said "If
they don't give you a seat at the table,
bring a folding chair." It is with this in
mind that ILTA Publications takes aim at
boardroom tables everywhere and asks:
What seat would you pull up to the table?
Joining us today as our next chair to table
guest is Karen Allen; Karen is a long-time
ILTA volunteer, speaker, and legal tech
professional. Karen is the Manager of
Information Governance Technology at
Mogan, Lewis & Bockius LLP.
Today, Karen sits down with ILTA Senior
Content Manager Beth Anne Stuebe and
talks about what chair Karen would bring
to the table, who else is at that table, and
so much more.
Getting
a Seat at
the Table
L I S T E N T O P O D C A S T AT
I L TA N E T. O R G / F A L L - 2 0 1 9
