• Jolanda Rose

Tomorrow's Lawyers - Richard Susskind #1book30quotes

Aktualisiert: 24. Juni 2021

#soulfoodsunday #1book30quotes #innovation

Es ist der Klassiker unter den Innovationsbüchern für Juristen. Seit den 90er Jahren sagt Richard Susskind die Zukunft der Juristerei hervor und hat mit vielen seiner Überlegungen Recht behalten. Sein Credo ist eindeutig; die Rechtsbranche ist schon jetzt in einem Umbruchsprozess und es ist nur eine Frage der Juristenausbildung und der Akteure in der Rechtsbranche, ob dieser Prozess uns einholen wird oder ob wir ihn vorbereitet mitgestalten.

'We need, as lawyers to be open-minded because we are living in an era of unprecedented technological changes in what our machines can actually do. They are becoming increasingly capable.' (p. 13)

'The challenge is to innovate, to practise law in ways that we could not have done it in the past. [...] The pervasive, expotentially growing, innovative technologies will come to disrupt and radically transform the way lawyers and courts operate. [...] I am suggesting, that the more-for-less challenge, liberalization, and technology will together drive immense and irreversible change in the way that lawyers work.' (p. 15)

'Lawyers charge for their time - for their input and not their output. [...] Hourly billing is an institutionalized disincentive to efficiency. It rewards lawyers who take longer to complete tasks than their more organized colleagues, and it penalizes legal advisers who operate swiftly and efficiently. All too often, the number of hours spent by a law firm bears little relation to the value that is brought.' (p. 17)

'Although a handful of these global practices are likely to continue earning very substantial incomes, it may well be that the golden era for many law firms has passed. Over time, the more-for-less challenge will drive down profitability.' (p. 18)

'The great opportunitiy for change [...] is to identify work that can be routinized and undertaken more efficiently, whether by less qualified, lower-cost human beings, or through computerization.' (p. 21)

'I have heard General Counsels speaking with enthusiasm about the possibility, and of experimenting with social networking systems in support. Quietly but steadily, the collaboration movement is gathering pace.' (p. 24)

'From the client’s point of view, this shift towards routinization tends to be a good thing, because it leads to much lower fees.' (p. 25)

'Clients expect a degree of standardization.' (p. 28)

'Document automation tends to have the added advantage that the user answering the questions need not be a legal expert or even a lawyer.' (p. 29)

'However, even when law firms or other providers charge for access to their online services, this can still mean dramatically lower costs of service for the client, while for the law firm it offers the opportunity to make money while they sleep – this is a radical departure from the hourly billing model, because the lawyers’ expertise is used without any direct consumption of their time.' (p. 30)

'I look at the world very differently. I think if we can find new, cheaper, more convinient, and less forbidding ways of delivering legal services, then we should be adapting the way we work and adopting these new techniques.' (p. 31)

'In contrast, disruptice technologies fundamentally challenge and change the functioning of a firm or a sector.' (p. 43)

'In the early days of disruptive technologies, market leaders as well as their customers often dismiss the new systems as superficial and unlikely to take off.' (p. 43)

'One person’s disruption can be another person’s salvation.' (p. 44)

'For law firms that charge by the hour and so have historically benefited form ineffective case management and inept transaction management. Workflow and project management systems represent new efficiencies and, in turn, the prospect of reduced fees.' (p. 51)

'But, on examination, it transpires that this concept of 'high-end-work' is something of a myth – even in the worlds largest deals and disputes there are substantial components of work that can be routinized and sourced differently.' (p. 61)

'As for medium-sized firms, to survive and thrive I suspect most will need to merge and seek external investment to enable the changes from their current approach to a new, sustainable, longer-term business model.' (p. 63)

'In many law school, there is little formal discussion of the role of in-house lawyers, which is bizarre because these clients are likely to have an enormous influence on the future of legal service.' (p. 71)

'In short, tomorrow’s lawyers will need to be more in tune with tomorrow’s clients.' (p. 76)

'Some commentators and lawyers believe these changes are already upon us and that the legal world will have transformed within a very few years. Others maintain that the shifts will progress at a more plodding rate and that it will be some decades before the revolution is complete.' (p. 85)

'Judicial decision-making in hard cases, especially when judges are called upon to handle complex issues of principle, policy, and morality, is well beyond the capabilities of current computer systems.' (p. 102)

'Tomorrow’s courts are to be built on the back of technology.' (p. 105)

'As to the actual fairness of decisions, there is no obvious reason why judges or online mediators should be any less impartial, independent, or just when physically remote from some or all litigants, witnesses, and lawyers.' (p. 119)

'Are we preparing the next generation of lawyers to be more flexible, team-based, technologically-sophisticated, commercially astute, hybrid professionals, who are able to transcend legal and professional boundaries, and speak the language of the boardroom?' (p. 162)

'It is clear to me that law schools cannot ignore future practice.' (p. 164)

'If change is unavoidable, then bright lawyers in impressive law firms will usually adapt promptly and effectively. They have no choice.' (p. 177)

'Firms that are dismissive and hope they can for some years squeeze yet more juice out of the old way of working should be viewed with some distrust as long-term places of employment.' (p. 181)

'People with legal problems want a solution that is trustworthy – if this can be delivered online in a way that fixes their problems reliably, they will often happily forego human service.' (p. 190)

'In truth, for much of the legal market, the current model is not simply unsustainable, it is already broken.' (p. 191)

'In truth, you are on your own. I urge you to join a growing movement of people who I say are 'upgrading justice' – exploiting technology in forging new paths for the law, our most important social institution.' (p. 196)

93 Ansichten0 Kommentare

Aktuelle Beiträge

Alle ansehen