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80 P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | W I N T E R 2 0 2 3 Getting Started on Applying Generative AI How should organizations approach the combination of opportunities and challenges of Gen AI? First, begin by thinking of Gen AI in the same way you would any other technology adoption. You would not expect changing your database software to solve every problem in your firm at once, nor would Gen AI. Focus first on problems or opportunities, not the technology. If your focus is reducing costs to do a particular type of work, be sure you first understand your current workflow, all associated costs, what workflow stages the Gen AI could make more efficient or eliminate, and what the best-case potential savings are. If you're in a law firm and interested in using Gen AI to attract new clients or new types of client work, apply the same rigorous analysis you would apply to any other investment in business development. As always, potential clients are interested in buying legal work, not technology. Also, be aware that many enterprises, mindful of risks such as bias and copyright infringement, are adding language to engagement agreements to require the disclosure of Gen AI in their work. The greatest opportunities will likely be at the legal world's two extremes. Large firms and general counsels at large enterprises have the advantage of both the financial resources and the extensive collections of past work products to build or tune LLMs for particular tasks and to respect the firm's processes and style. Such tuning will require developing expertise or partnering with experts. Training materials must be carefully curated. The influence of the firm-specific data needed to accomplish particular tasks vs. the masses of text that should be trained on to produce fluent prose should be balanced. At the other extreme, there is excellent potential for generative AI to improve access to justice by reducing the costs of routine legal work by organizations that serve the under-resourced and indigent. Looking Forward In this note, as in our work with clients at Redgrave Data, we have attempted to strike a balance between the great potential of the startling recent advances in generative AI, and the fact that (entertaining chatbots notwithstanding) these advances do not change the focused work necessary to accomplish changes in legal workflows that will actually pay off. We look forward to seeing, and working with our clients on, those changes. ILTA F E A T U R E S Dave Lewis is an industry pioneer in the application of technology and analytics to the law, with over three decades of experience in artificial intelligence ("AI") and statistics. At Redgrave Data, he utilizes his deep knowledge to support clients in implementing and defending processes that address complex information management issues in litigation, corporate investigations, and regulatory oversight. Mark Noel, Chief Information and Technology Officer Mark is an industry leader in information retrieval and the use of search, analytics, and machine learning tools in electronic discovery and investigations. He is a visionary in the delivery and implementation of legal technology to augment professional practice, and is an advocate for wide-scale legal technology adoption, including the use of artificial intelligence ("AI"), data visualization, advanced analytics and statistical analysis, robotic process automation, and public cloud services and infrastructure. With his extensive legal, technological, and scientific background, Mark helps clients and practitioners reduce the costs and risks of electronic discovery, investigations, and legal operations by bringing an empirical, data-driven approach to researching, developing, evaluating, and deploying legal technologies and workf lows.

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