Change. Are you afraid? Or excited? Join the discussion.

Edward Bird, LexisNexis Strategic Marketing Director

Welcome to the LexisNexis Future of Law blog. Led by our own experts, we plan to draw on the trends, issues and developments facing the legal profession to get people talking, offer insight and inspire our peers, customers and colleagues.

Our focus on the future of law is not accidental. In fact, it is deeply ingrained in our people and our heritage. It began with Henry Butterworth’s inspired idea to publish the laws in one volume in 1818.

In 1902 Stanley Bond introduced practical materials for lawyers when he published the first encyclopaedia of Forms and Precedents. Of course, Stanley Bond was also responsible for publishing what is probably the most successful encyclopaedia in legal history when he persuaded Lord Halsbury to become the first editor-in-chief of Halsbury’s Laws of England in 1907.

LexisNexis did it again in the early 1990’s when we published our content online. We increased the size of the internet by 50%!

Now, in the second decade of the 21st century we continue to find ways to use technology to provide information, insight and tools that make our customers more effective. We’ve been chosen by Microsoft to partner them in building an enterprise resource product for the legal sector.

In this era of information overload, we recently open sourced our big-data supercomputing platform – making our market leading software freely available to a global market of developers and software entrepreneurs to use for next generation products and services.

And we mean to continue.

So please join the discussion.

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Legal careers – time for change?

Laurie Hibbs, Human Resources Director at LexisNexis on our work-life culture.

Sometimes it feels like the only route open to qualified lawyers is the ‘path of partnership’ – a route often populated by; long hours, high business development targets and a work life imbalance that would make Margaret Thatcher blush… Ok, so maybe it’s not that bad and for those who achieve the target of “equity partner” the rewards can be impressive.

However, for those who dream of some other type of equity there is an alternative that can offer an equally interesting and rewarding career. At LexisNexis we work hard at the business of providing “power tools for lawyers” and providing legal and tax professionals with the best information and equipment available. These tools take a lot of design and maintenance. We pride ourselves on creating an environment that’s no less intellectually demanding than the ‘Magic Circle’ but is more likely to allow you to pursue hobbies and interests outside of the workplace.

It’s not an angle of law that appeals to everyone but it does provide many opportunities. At LexisNexis we have lawyers and ex-lawyers running various sections of our business and in areas that you wouldn’t necessarily expect from technology product development through finance and marketing.
The rewards are still impressive but, to be honest, it’s the working environment and roles that attract top legal minds to join us. You will need to think differently. For those that make the transition a whole new world awaits.

It is one which combines legal acumen and commercial sense – one where the products our team design have to be sold to ex-colleagues and compatriots – how’s that for testing your ability against the best in the market where QCs, GCs and local solicitors all rely on your ability to interpret, summarise and advise on the law?

To view vacancies at LexisNexis, click here.

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Technology and the Law

Mark Smith, LexisNexis Director of In-house Legal Markets discusses the impact of technology on how lawyers work.

Technology will impact on how lawyers work. Almost everyone agrees with that proposition now. Here’s why:
• The Internet has enhanced communication speed and accessibility which has fundamentally changed client service expectations and the response times in the market

• The vast amount of electronic information available has made search and retrieval a vastly different affair to that of twenty years ago, when a trip to the law library and a long afternoon was required to get oven an overview of the latest law in an area

• Collaboration software is allowing the process of working with internal stakeholders and external parties to become more efficient (not least by reducing the number of times documents are passed backwards and forwards)

• The sharing of information between law firm clients has become far more widespread (intensified by social media) so that emerging client buying patterns such as the rejection of hourly billing become more adopted more quickly

• Technology supports the standardisation of work – with more and more firms focussing on efficiency and improving process, tools like workflow software can support and enhance changes to the way lawyers work

• The automation of low complexity work, most visible in the consumer space (think automated wills online), is also beginning to see wider adoption in the B2B space as more complex work gets disaggregated and the low complexity components get packaged up and automated (standard due diligence report anyone?)

This is an edited version of a post that first appeared on Intelligent Challenge. Mark Smith is Director of In-house Legal Markets.

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Regulation of online legal services – Vendors take note

Author: Tom Laidlaw Head of Academic Development, LexisNexis

As reported in Legal Futures, The Legal Services Ombudsman has been commenting on the regulation of online legal services. He thinks that users should be able to get redress if something goes wrong or they are ‘led up the garden path’ by vendors.

This could lead to questions of who ultimately regulates this type of service. Is it an organisation like the Solicitors Regulation Authority or a consumer watchdog like the Office of Fair Trading? Also will vendors need to take out professional indemnity insurance as if they were a law firm?

Anyone offering, or thinking of offering, self-service online legal documents to consumers should take note.

A declaration of interest, LexisNexis offers LawyerLocator, that provides free self-service legal documents amongst other things.

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Is this the end of the world as we know it?

Author: Andrew Sharpe – LexisPSL Head of Commercial

Professor Richard Susskind is well-known in legal technology circles and is the current president of the Society of Computers and law. In his book The End of Lawyers, he identified the top 10 disruptive technologies that he predicted would shape the legal services industry. In this personal view, and not that of my employer LexisNexis, I review where I think we are with these disruptive technologies.

• Relentless Connectivity
The first mobile handset I used (a Motorola 4500x) had a battery that weighed about 4 kg and was nearly the size of a Butterworths Company Law Handbook. Speech quality was poor. Now almost all lawyers are slaves to their Blackberry or Smartphone, with push email available 24/7. Nearly all law firms provide online access to document servers, with knowledge management systems or external legal information services available 24/7, too. That said, I have not seen this shape legal services, merely speed them up. It has merely increased the pressures on lawyers providing those services.

• Automated document assembly
This is an area where I expect there to be some real developments. The first systems have been little more than automated form filing, but all the main providers (such as Business Integrity, suppliers of the software behind LexisSmart) are looking to develop more intelligent systems. The value of these systems inevitably relies on the underlying content, so as they develop I expect this will drive greater pooling of know-how – see Closed Legal Communities.

• Electronic legal marketplace
When I first read about the reverse auction website Shpoonkle I simply laughed. Do turkeys vote for Christmas? However, if I were a General Counsel I would certainly consider a closed electronic marketplace for panel law firms. I expect the use of online marketplaces to increase, but this is only an electronic form of what is happening offline. What would change the legal market is information sharing amongst in house lawyers about the rates and fixed fees that these systems achieve. Law firms would then need to consider seriously compelling value added offerings that would avoid a simple race to the bottom on fees.

• e-Learning
Whilst there is increasing demand at LexisNexis for our training webinars and webcasts, I have not seen any new technology to suggest a major change in education. However, there are examples in the US of online simulations being used to teach law.

• Online Legal Service
Clearly there has been little development from the online service providers selling precedent documents. However, this is one area where the introduction of ABS should see developments in the provision of online consumer legal services – we all watch Co-operative Legal Services as the pioneers to see where this may go.

• Legal Open-Sourcing
There seems to have been an exponential growth in legal blogs and publication by law firms of guidance and legal materials. Together with the open access provided by some information service providers (e.g. LexisWeb), there is an increasing body of freely-available law. In many jurisdictions the relevant legislature is also making all laws freely available online and courts are publishing judgements. There is even a growing library of English law commentary on Wikipedia. However, I do not think this is fundamentally changing legal practice. Sadly, the availability of primary sources will be essential for citizens without access to justice as a result of cuts to legal aid.

• Closed Legal Communities
There would seem to be scope for the natural aggregation of know-how to shared online facilities, to enable law firms to save costs. Arguably, there is also scope of outsourcing of know-how management to legal information service providers. This aggregation has not happened, but it would seem to be inevitable.

• Workflow & Project Management
As an ex-engineer, it has always amused me to see how legal colleagues are amazed by project management tools – even the use of simple Gantt charts and resource management plans. In my view, the profession is still remarkably slow to adopt well-tested management tools, but this is again inevitable. Currently, these tools are only common in high volume, low value businesses. The drive for fixed fees and increased efficiency will also require greater workflow and project management in all law firms.

• Embedded Legal Knowledge
I understand this to be the delivery of more sophisticated, semi-automated, legal services. Again, these are not common, but as the software for document automation develops beyond being merely capable of producing transaction documents, I see this as an important area.

• Online Dispute Resolution
I do not see that there is a disruptive technology that will enable a breakthrough in online dispute resolution. In my experience of international arbitration, there was no appetite for remote hearings. Until video-conferencing advances to the point that it is a true substitute for fact to face hearing or meetings, then I guess online DR will not take off. Far more influential is the use of technology to develop sophisticated e-disclosure and the introduction of electronically-enabled courts. Why we still spend ages turning through bundles when it would be quicker to have hyperlinked electronic documents available in court is a mystery to me.

Whilst progress is being made in delivering these technologies, the pace of change is not great. They are not therefore shaping legal services so as to be regarded as truly disruptive, but are elements in their gradual evolution. The real disruptive factor – President Clinton had that, “It’s the economy, stupid”.

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