Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations
Abstract
:1. Introduction
2. Theoretical Background
- A rich user experience that can be measured on its usability, aesthetics, and engagement.
- Enhanced value propositions by delivering the promised services in a speedy and innovative manner, which can be assessed on the dynamics of customers’ segmentation and service bundling.
- The path for continuous improvement and cost efficiency, e.g., the invention of legal robots is a continuation of legal drafting and contract management.
2.1. Legal Market and Avenues Opened by Legal Technologies
- the ‘more-for-less’ challenge,
- liberalization, and
- technology.
2.1.1. Drive One: More-for-Less Challenge
2.1.2. Drive Two: Liberalization
2.1.3. Drive Three: Technology
3. Study Design and Methods
4. Legal-Tech Market Segmentation
- Jurisdiction boundaries and geographical operating areas.
- End users, such as lawyer to lawyer (L2L), lawyer to business (L2B), and lawyer to consumer (L2C) [67].
- Technical complexities and practical applicability, such as enabler technologies, support process solutions, and substantive law solutions [68].
4.1. Segment One
4.2. Segment Two
4.3. Segment Three
4.4. Segment Four
4.5. Segment Five
5. From Traditional to New Legal-Service Models
5.1. Secondment Firms
5.2. Law and Business Advice Companies
5.3. Law-Firm Accordion Companies
5.4. Innovative Law Firms and Companies
6. Findings: Cost-Benefit Analysis and Proposed Legal Business Model
6.1. Cost-benefit Analysis
6.2. Proposed Legal Business Model
6.2.1. Service Value
6.2.2. Resources
6.2.3. Finances
6.2.4. Pricing
6.2.5. Investments
7. Discussion and Conclusions
7.1. Main Findings
7.2. Theoretical Implications
7.3. Practical Implications
Author Contributions
Funding
Conflicts of Interest
References
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Main Components | Traditional (Today) Legal Industry | Modern (Tomorrow) Legal Industry | ||||
---|---|---|---|---|---|---|
Value Scheme | Client Demand: need for legal advice. | Offering (services): Transaction or litigation advice | Pricing Structure: Billing per hour. | Client Demand: Need for legal case management, project management, cost reduction, efficiency. | Offering (services): Product portfolio: advice, project management, case management, legal-tech consulting, online dispute resolution (ODR), contract management. | Price Structure: Fixed price and billable hour. |
Operation Model | Value chain: Integrated—do it yourself. | Cost structure: People, low electro-optical system (EOS). | Organization: Traditional Pyramid | Value chain: Disintegrated— >Outsource >Automate | Cost structure: People and technology High EOS | Organization: Rocket |
Client Cost-benefit Analysis | Lawyer Cost-benefit Analysis | |||
---|---|---|---|---|
Description | Traditional Firm | Legal Tech Firm | Traditional Firm | Legal Tech Firm |
Cost | ● High time | ● Low time | ● Hard formation | ● Easy formation |
● High energy | ● Low energy | ● More working hours | ● Fewer working hours | |
● High monetary | ● Low monetary | ● High overhead | ● Low overhead | |
● High social | ● Low social | ● High consumable | ● Low consumable | |
● High Psychic | ● Low psychological | ● High labor | ● Low labor | |
Benefits | ● Bespoke | ● Bespoke and innovative | ● Low networking opportunities | ● High networking opportunities |
● Drive to the office | ● Easily accessible | ● One practice area | ● Many practice areas | |
● Billable hour | ● Alternative billing | ● High-end market | ● Low-end market | |
● Standardized | ● Commoditized | ● Fixed hours | ● Flexible hours | |
● Legal advice | ● Legal advice/project management, document automation, legal research, risk assessment, etc. | ● Traditional solutions | ● Innovative solutions | |
● Low access to information | ● High availability and access to information | ● Low differentiation | ● High differentiation | |
● Takes maximum time | ● Takes minimum time | ● High profit per partner (PPP) | ● Client-centric | |
● Periodic updates | ● Regular updates | ● Only lawyers | ● Lawyers and non-lawyers | |
● Technology used for cost reduction | ● Technology used for cost reduction and quality enhancement | ● Lawyer partnership | ● Lawyer and non-lawyer partnership | |
● Address general needs of client | ● Address specific needs of client | ● Low innovation | ● High innovation | |
● Low innovation | ● High innovation | ● Sophisticated delivery | ● Easy delivery | |
● Image and offer value | ● Image and offer value | ● One selling point | ● Many online selling points | |
● Limited collaboration | ● Limitless collaboration |
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Hongdao, Q.; Bibi, S.; Khan, A.; Ardito, L.; Khaskheli, M.B. Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations. Sustainability 2019, 11, 1015. https://doi.org/10.3390/su11041015
Hongdao Q, Bibi S, Khan A, Ardito L, Khaskheli MB. Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations. Sustainability. 2019; 11(4):1015. https://doi.org/10.3390/su11041015
Chicago/Turabian StyleHongdao, Qian, Sughra Bibi, Asif Khan, Lorenzo Ardito, and Muhammad Bilawal Khaskheli. 2019. "Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations" Sustainability 11, no. 4: 1015. https://doi.org/10.3390/su11041015
APA StyleHongdao, Q., Bibi, S., Khan, A., Ardito, L., & Khaskheli, M. B. (2019). Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations. Sustainability, 11(4), 1015. https://doi.org/10.3390/su11041015