Peer to Peer Magazine

PEER TO PEER: THE QUARTERLY MAGA ZINE OF ILTA 50 FEATURES FIRST HORIZON SECOND HORIZON THIRD HORIZON Current Assumptions, Paradigms, Systems and State of Play Turbulent Overlapping Change and Entrepreneurial Transformations Pockets of the Future Visible in the Present NOW MEDIUM TERM LONG TERM IT a back-room tool Mobile workforce Social media/ Social nets Social analytics Predictive analytics Data mining/ Big data tools Knowledge management tools Converged infrastructure Open source development Grid computing Gamification Bring your own device Biometric identification Shared databases and knowledge bases Workflow optimization Legal data collection technology Drones and unmanned UAVs Remote presence/ telepresence Clouds everywhere Virtual data centers Real-time multi-party editing Enterprise app stores Augmented reality devices Wearable technologies/ Smart watches Instant, auto language translation Lifelogging/ Quantified self Haptic, gesture, eye-tracking interfaces 3D scan and print RFID technology Collective blanket licenses Digital currencies 5G phones and telecom Expert-level decision systems Lab-on-a-chip Personalized interactive displays Courtroom dashboards Internet of everything Intelligent/ semantic Web Machine vision and learning Audio, video, reality mining Complex event processing Crash-proof code Biometric and genetic sensors and ID Body language recognition Fabric/Clothing embedded screens Virtual retinal displays Immersive Web Immersive and robotic telepresence Deep learning soŽware Collective intelligence tools Swarm intelligence Intelligent client assistants Holographic and volumetric displays 6G phones and telecom Quantum computers and crypto 3D spintronic microchip Atomically precise manufacturing Mind control headsets Skin-embedded screens Fingernail displays Touchable holograph Optical computers Self-powered nano devices Intelligent brain-computer interfaces Intelligent robots Intelligent PAs and avatars Biological computers Encrypted DNA-stored images Artificial intelligence Genetic/DNA storage tech Brain mapping and uploading Exocortex and memory implants iCyborg lawyers New quantum materials and devices DEPLOYING THE TECHNOLOGIES THE THREE HORIZONS MODEL Horizon One represents the technologies that might be adopted as part of the current state of play, largely being integrated into the business models, structures, client relationships, operating practices and ways of working we understand today. Within each of the categories described above are emerging developments that have the potential to challenge and transform the legal sector over the next decade and beyond. This graphic illustrates how they might be deployed by legal pioneers using the "Three Horizons" framework. This timeline shows how emerging changes might play out in overlapping waves — generating market turbulence and creating opportunities for further innovation. Horizon Two bridges the present and the farther future with entrepreneurial actions and inventions that are just entering the market. Horizon Three represents what most in the sector would consider the "far future." Today, these possibilities are visible to some as weak signals of possible changes to come, typically based on ideas that are still at the early stages of research and development. Their potential applications are typically expressed as wild ideas, theoretical formulations, design dreams, and organizational visions. DON'T BE BLINDED BY THE RISING SUN As you evaluate your firm's preparedness in facing a turbulent future, consider these strategic questions: • What is the firm's general stance on the use of cutting edge technology developments? • Who has responsibility for identifying and evaluating the commercial potential and technical feasibility of emerging science and technology developments and their use by competitors? • How far ahead is the firm planning when developing technology strategy? • How frequently does the firm engage with key vendors and new suppliers to understand their long term technology roadmaps? • What critical strategic, managerial, human, cultural, organizational and operational barriers need to be removed to allow for the more rapid and effective evaluation and adoption of innovation? And keep your eyes on the horizon!

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