Thursday, February 19, 2015

Lex Machina Adds PTAB Data and New ACC Article Provides "in House" View of Lex Machina and Legal Analytics



In November  when I wrote Lex Machina Provides Bigger Data "Custom Insights Raises the Analytics Bar for IP Litigators it was clear that the product would continue to evolve. Last week Lex Machina added a new "high value"  tranche of litigation data from the Patent and Trademark Appeals Board and the  International Trade Court. The PTAB data include every trial since the creation of PTAB in September 2012. It currently includes the Lead Petitioner and the Patent owner,  not all parties are listed at this time- but there is  a plan to add all party names. A complete list of parties can be viewed in the related PTAB documents. The module include all the PTAB documents in PDF format for fee.

"PTAB Trials "currently includes two tabs: a Summary which describes the case and Timing. They will be adding information on law firms, attorneys, outcomes and findings. The PTAB document are assigned granular codes for documents types. They currently identify about 20 different types of documents related to PTAB trials. They plan to add judges data in the near future.



New PTAB Data Reports in Lex Machina

The Lex Machina "motion metrics" report will include all district court and PTAB cases/ They are tightening the integration of  District, PTABa nd ITC investigations data.

In House Counsel and Legal Analytics ( or Escape from Anec-data)

I have focused on Lex Machina as a powerful data engine for law firm business development and a kind of crystal ball providing predictive insights which can be applied to case assessment and litigation strategy. The March issue of the  Association of Corporate Counsel Docket is featuring an article which provides in the "In-house" perspective on legal analytics from Lex Machina and other sources. The  article co-authored by Kevin Kramer, Yahoo's VP and Deputy General Counsel for intellectual property and Owen Byrd. Lex Machina's Chief Evangelist and General Counsel. The Article " Legal Analytics Transform Law Department Patent Activity" describes the variety of ways that in house counsel are using data to select and manage outside counsel, make internal business decisions when faced with a lawsuit and determine their own tactical and strategic approaches to case assessment for patent litigation. The article provides  interesting insights into how Yahoo is using data to assess their response to patent troll litigation, select outside counsel and conduct case assessment and litigation strategy. There were also some applications I couldn't have imagined. Yahoo  reports using workforce data and geographic location of their engineers to anticipate the volume of "invention discolsures" which will be submitted to the GC. My favorite insight in the article is the power of legal analytics to empower lawyers by  moving them away from making decisions using subjective "anec-data" to leveraging resources which deliver actionable, objective data.

The authors are optimistic that access to legal analytics will continue to improve but they  also highlight two important "confidential" data sets which remain unavailable for analysis. These two areas are settlement data  and licensing data.

Don't Look Now: Outside Counsel Are Digging Your Data

The article also describes some collaborative projects in which Yahoo worked with Lex Machina to identify lower cost and highly experienced IP litigators with relevant experience in appropriate jurisdictions as an alternative to Big Law firms.  Yahoo is using Lex Machina for early case assessment, choice of venue, evaluating judges,opposing party and counsel. 

The implicit warning in this article, is that lawyers need to seize legal and business analytics in order to even be "in the game." Top tier firms may  find themselves losing clients based on  comparative legal analytics. Imagine the unspeakable embarrassment of going to a client pitch without your own custom analytics report and being confronted with  "time to trial" data and  early case  assessment strategies developed by the client's GC who used commercial services such as Lex Machina.


Sunday, February 8, 2015

A Walk Down the CodeXStanford "Innovators Aisle" at ALM Legal Tech


I haven't been to Legal Tech in years. Over the years they seem to have evolved into a trade show which focused on the hot technology of the moment. In recent years eDiscovery was the dominant theme. But this year ALM entered a partnership with  Codex,the Stanford Center for Legal Informatics.
According to the press release:  "CodeX’s mission is to solve systemic problems in the law through the exchange of ideas around legal technology, which will empower individuals and impact our legal system for the better. A primary focus of its researchers is the development and implementation of computational law, the use of computers to translate legal rules and regulations at a moment’s notice."




 ALM  worked with the CodeX team to introduce new companies to a market of nearly 13,000 LegalTech attendees by providing packages to eligible companies that offer a free exhibit space in a new pavilion on the trade show floor, as well as the opportunity to host thought leadership presentations on the pavilion stage.
 

Innovation in Aisle 117 

Aisle 117 was not only a great place to see innovative products but it was a social hub for other innovation pioneers. When I arrived at Aisle 117 ran into  Ed Walters of Fastcase and D. Casey Flaherty of  "technology audit" fame. Flaherty had recently left Kia Motors and was pursuing innovation as an independent cost control consultant.  Aisle 117 did feature an interesting mix of new products. Not one of them involved ediscovery. There was a heavy bias toward IP related products. 

Patent Vector is a new take on using big data for IP. It provides ranking and mapping of patent influence using a database of US patents from 1976. 

IP Nexus is a kind of IP marketplace for inventors looking to protect their inventions. It links inventors to a legal advisers, experts, , Investors and purchasers. 

Plain Legal – is a cloud based collaboration application for IP filings. It automatically generating  USPTO filings and tracks deadlines. 

Docket Alarm – Yes another docket product. They are also focused on IP filings. They claim to be the only service that includes all of the Patent Trail and Appeal Board data. The do offer a cool looking dashboard of analytics with lots of filtering options. They promise  near real time alerts.
MeWe  is what we now call an “alternative service provider.” They are selling automated compliance services to corporations. They appear to currently be focused primarily on environmental and health compliance issues. They have a mobile app that enables field inspection –powered by a comprehensive library of rules and regulations. 

Wizdocs.net  Is focused on streamlining complex team based  M&A document drafting. DealManager allows lawyers to manage diligence reviews. “With DealManager, lawyers can (in real time) assign tasks, track review progress, collect diligence analysis, manage deal issues, and instantly generate diligence reports and disclosure schedules.” 

One400 Is a marketing firm for law firms which  focuses on everything from website design to social media optimization.
 
If the Innovation Aisle is any indication of the products which will be dominating Legal Tech in the future,  many past attendees who had dismissed Legal Tech as a gigantic eDiscovery show will have add Legal Tech back into their calendars.

Sunday, February 1, 2015

Smartphones as the New "Swiss Army Knife:" A Thousand Apps in Your Pocket

Smartphones as the New 'Swiss Army Knife'
c.Thomson Reuters
The idea of the "Swiss Army Knife" has become a kind of shorthand for compact, handy, and versatile devices with functionality limited only by the imagination of the developers. According to Wikipedia, this ingenious little device was invented for the Swiss Army with a limited goal of providing a tool which could be used to cut open a rations tin and disassemble a Swiss Service Rifle. The original 1891 knife included a blade, reamer, can opener, and a screwdriver. By 2006, there were 87 different tools supporting 141 functions. There is even a version which includes a flash drive and Bluetooth capability...

 Thanks to the burgeoning world of apps, the owner of a smartphone soon realizes that this compact little device is no longer simply a phone. In fact, it may be least of all a phone. A mobile app is a software program designed to run on mobile devices. According to one source there are over 1.3 million apps available in the Apple App Store alone. Early smartphone apps mimicked the standard desktop functions and supported e-mail, contacts, and calendars...

Read the complete article in the January issue of  Practice Innovations



Thursday, January 29, 2015

New York Law Institute Goes National: Offers “Just In Time” Research, Desktop Access to 75,000 eBooks to Member Law Firms Across the US and a Free Trial!!



In 2008, just as the recession was shaking the foundations of law firms across New York, the Board of Directors* and the Executive Director of the New York Law Institute were undertaking a reassessment of their library and their services. In 2008 law firms were cutting partners, eliminating summer associate programs and deferring fall associate classes. Firms were collapsing. Across New York and the country  firm library budgets and staffs were cut. NYLI seized the crisis as an opportunity.

Executive Director Ralph Monaco**  introduced a series of innovative new services which were tailored to the changing needs of members. In a pre-internet world, it was not uncommon for law firms to purchase treatises and journals using a “just in case” acquisition strategy. Technology and economics of “the new normal” has forced firms to switch to a “just in time” acquisition policy. Monaco continued to reorganize the staff by increasing the number of professionals and offering more services, such as remote access to databases and webinars. Despite the economic turmoil, he proceeded with  implementing the new business model, based on the NYLI Strategic Plan, determined to have the Institute emerge as a re-branded institution once the effects of the recession had passed. The New York Law Institute website announces “A legacy law library offering cutting edge services.”  NYLI has broken with the staid traditions and challenged the assumptions which have governed bar association and membership law libraries around the country for over a century. Their contrarian expansion at a time of universal contraction sets them apart from their peers and may well be the only model that can survive and thrive in the 21st Century.

The Legacy  

The New York Law Institute arose from the  efforts of  “two young lawyers, George Sullivan and James W. Gerard,  to break up the so-called “barrister ring” of twelve to fifteen lawyers who conspired with members of the  judiciary to monopolize all the “worthwhile” legal business in the New York Courts during the mid-1820s. When the Law Institute, was founded in  1828, one of its main goals was to found a law library.  In the early 19th century, all the major law book collections in New York were in the  private collections of prominent lawyers such as Chief Justice John Jay.  The NYLI members were determined to establish a law library that would contain “the law of the larger part of the civilized world.”  The collection still retains some of the original holdings including historic legal treatises and reporters which date back to 1558.

The New Model for The New York Law Institute

In 2008 the NYLI Board and Executive Director Ralph Monaco  began the process of evolving the collection from print-centric to digital in order to better support the needs of members.  They recognized that law firms were shifting their collection development policies from an ownership model to an access model. They began to partner with firms to provide cost-sharing access to resources including not just books, but electronic resources, and even library staff by providing “an extra pair of hands.”  NYLI’s goal was to be the premier provider of “just in time” access to research support and resources.

The launch of the NYLI website in 2011  promoted the shift from the Institute as a source for inter-library loans to the Institute as provider of  interactive digital resources for every member’s  desktop. New services have grown to include an eBook lending library of over 75,000 titles, seamless access to the NYLI catalog, widgets, SharePpoint WebParts and federated search.

Extending Geographic Reach

As New York based firms have established offices around the country, it became apparent that the new digitally based services could and should support member lawyers in any location. A logical extension was to open membership to law firms anywhere in the US regardless of whether they have any office in New York.

LaJean Humphries, Library Manager at Schwabe, Williamson & Wyatte  which has offices in Oregon and Washington state but none in New York and has been a member of NYLI for 2 years. Humphries has integrated the NYLI eBooks into the firm’s catalog. The Schwabe lawyers browse and retrieve the NYLI eBooks several times a month.

At Schiff Hardin, Ruth Bridges, Global Manager of Library Services, regards NYLI as a great investment.  Schiff Hardin  has over 300 Attorneys in 8 offices around the country.  None of the offices have any Library staff, except in  the Chicago “home office.”   In the past, they had primarily used NYLI for document retrieval for the New York office, but Bridges now sees the extensive eBook collection at NYLI  as a huge new membership benefit.  “Instead of shipping books from Chicago to our other offices which will have to be returned,” we can easily  provide our lawyers with access to the  NYLI  eBooks .. all without the shipping expense, both ways!”

New Website


NYLI’s Director of Information Techonlogy, Elyssa Kroski  was a driving force behind the rebranded  website design. Newly added features include a responsive design well-suited for mobile devices, drop-down menus for easier navigation, search functionality on every page that enables quick access to their Online Public Access Catalog (OPAC), All Collections, and all website content, an improved events calendar, and news sliders highlighting resources, news, and events.

E-book lending


One of the most exciting and innovative offerings  is the NYLI eBook collection. NYLI currently offers over 75,000 titles in the  areas of law, business management, finance, pharmacy and engineering. NYLI also adds approximately 1,000 titles a month. Members can download eBooks to their computers or portable devices anytime, anywhere. Each borrower can download each title on to 3 devices ( such as a work computer, a home computer and an iPad).  All titles are always available to all members, there are no waiting lists. They use a “Patron-Driven Acquisitions” model which means that NYLI doesn’t have to buy eBooks in advance. They  offer members access to a very large collection of eBooks, then NYLI basically rents each title on behalf of  the requesting members. After 3 rentals or loans the book is purchased by NYLI.  They also offer a unique  lending model referred to as "non-linear lending" --- which makes their eBooks available to unlimited users simultaneously.
Not surprisingly the eBook lending program has been very successful. Over 2,500 eBooks have been browsed since November 2012. 1,800 eBook loans have been issued and nearly two-thirds of NYLI member firms are borrowing  eBooks.

Seamless Catalog 


The  NYLI Seamless Catalog enables NYLI member libraries that use EOS.Web®  integrated library system to directly integrate NYLI's entire collection, seamlessly with their own holdings. The goal of the initiative is  to allow member libraries to eliminate the cost of marginally used print volumes such as treatises and other serials while still offering their attorneys access to what they need. There are 11 law firms who have integrated the NYLI catalog with their own OPAC. Steve Lastres, Director of Knowledge Services at Debevoise & Plimpton pioneered the Seamless catalog integration and is proud to demonstrate the efficiencies delivered by their partnership with NYLI. NYLI is currently working with additional ILS vendors to use  Z39.50 to mimic the functionality of  their Seamless Catalog.
Debevoise & Plimpton Catalog with NYLI ebooks
Debevoise & Plimpton Lists all NYLI resources in their catalog

Widgets and SharePoint Web Parts

 Non-Eosi libraries can use SharePoint Web Parts to allow them  to search the NYLI catalog  and the 75,000 eBooks  within their intranets.

Federated Search 

A new custom federated search application searches all of NYLI’s holdings, both print and electronic as well as our remote databases.  This “All Collections” search, crawls the NYLI online catalog and eBooks collection, and a variety of databases including Proquest Congressional, LLMC Digital, SSRN, GAO, and FedSys.

Integration with OneLog, ResearchMonitor, Lookup Precision.

NYLI’s electronic resources can now be integrated with OneLog, Lookup Precision, and ResearchMonitor implementations.  This new functionality enables member libraries to track their firm’s usage of NYLI’s e-resources as well as automatically log in users without necessitating that they sign in daily. 

NYLI in the Cloud

Hosted EZProxy Service. The OCLC   EZProxy solution will assure that  members have access to their remote resources 24/7. To safeguard this access, they recently migrated their authentication service to the hosted OCLC EZProxy solution. They made this move in order to better ensure reliable up-time and access to their remote databases by removing the variables that come along with hosting a local server such as; periodic building electricity shut-downs, winter storms, and hardware failure. With OCLC’s service they receive 24/7/365 access monitoring, maintenance, and security, all of which will minimize unexpected downtime. 

Future plans

Monaco, the NYLI Board and staff are committed to continue providing user-centered services and initiatives. They recently conducted a survey of law librarians from member firms in order to assess  the value of  current services and collections as well as determine future needs and direction.

Eric Kaufman, Assistant Director of  Research and KM at Stroock, Stroock & Lavan in New York, describes NYLI as “innovation at its finest.” “ While law librarians in NYC have in my opinion, some of finest available resources in the country, it is NYLI that has gone where none have gone before. Librarians can now provide their firm's attorneys with a book's highlights, TOC, or provide suggested titles all with a simple URL.”

Monaco sums it up this way: “we will continue to provide valuable new services, innovative technology initiatives, and essential collections.”

Take a Trial


NYLI is currently offering a  60 day  free trial.


______________________________________
* In the interest of full disclosure, I am currently a member of the NYLI Board. All of the innovations described in this post were developed prior to my term.
** Executive Director, Ralph Monaco was (and is) an Adjunct Professor at St. John’s University Graduate Division of Library & Information Science. I was a student in his Legal Research class in 1980.










Tuesday, January 27, 2015

A Crack in the Wall of the LexisNexis News Empire? Bloomberg Rumored to be Interested in Purchasing New York TImes

 In early January Lexis sent emails to its customers, announcing that they  had entered into an exclusive agreement to  provide access to the New York Times  in the legal market.This means that the New York Times will be removed from Lexis' main competitors Westlaw and BloombergLaw.
Over the past two decades Lexis has steadily built a an impressive news portfolio. LexisNexis now owns or controls access to a big chunk of legal and business news in the legal market.  Exclusive content now includes: ownership of Law360, control of  legal market access to the American Lawyer Media news archive,  access to the Wall Street Journal Online and  now the New York Times.

Then this morning Oustell posted a story from New York magazine “.People Are Talking About Michael Bloomberg Buying the New York Times, Including Michael Bloomberg.”

“For years now, it has been speculated in media circles that Mike Bloomberg could be a white knight and save the New York Times. Now it appears he may actually have tried to do it.Near the end of Bloomberg's time as mayor, he told Times chairman and publisher Arthur Sulzberger Jr. that he was interested in buying the Times, according to a source with direct knowledge of the conversation. Sulzberger replied that the paper was not for sale. Bloomberg’s overture, previously unreported, might be one reason why talk of a Bloomberg-Times eventuality has flared up among insiders in the wake of the most recent round of Times’ layoffs. Given the fact that both sides vehemently deny that there have been recent conversations (Sulzberger “can’t remember the last time he spoke with Bloomberg,” said a spokesperson), this may very well be wishful — or apprehensive — thinking being played out in the echo chamber of media gossip”

The story doesn't mention the Lexis exclusive deal  for the New York Times which certainly can be counted as evidence against the sale of  the NYT to Bloomberg. In addition. Lexis has reportedly paid top dollar for its exclusive news deals in the past. So did the fees from the Lexis deal alleviate some of the NYT financial woes...at least for the short term? Was it a kind of "poison pill" to ward off a Bloomberg acquisition?

How Tight is the NYT/Lexis Deal?


It is not inconceivable that the Lexis-New York Times deal could survive the purchase of the NYT by Bloomberg. But somehow, I can’t imagine Mike Bloomberg owning content that was available on Lexis but not on Bloomberg Law. The New York Magazine article highlights Bloomberg's desire to focus on expanding his media empire in general, not in undermining a key competitor to his legal product Bloomberg Law.  But Bloomberg is no fool and he can hire the best lawyers  - so I would expect that any deal for NYT would result in the content being added to  Bloomberg Law. A spokesperson for Bloomberg Law declined to comment on the story, because  they are a subsidiary of Bloomberg and "not in a position to comment."

 So a Bloomberg purchase of the New York Times? It's a "definite maybe! " Stay tuned-- I will be watching this one.

Monday, January 26, 2015

AALL Releases "The Economic Value of Law Libraries" Report-- Long on Rubrics-- Short on ROI



In October 2013 the American Association of Law Libraries issued a Request for Proposal  seeking consultants to deliver a report on the economic value of law libraries. The RFP specifically stated that “When complete, the report should offer law librarians and the institutions and businesses they serve important metrics (italics added) that can help them calculate the return on investment law libraries provide. AALL set the bar high. I and many others in the organization expected a report that delivered actual ROI metrics.  The final Economic Value of Law Libraries report is 42 pages long. It does not attempt to calculate the value of law libraries or law librarians at all.
 AALL leaders previously indicated that one of the key reasons for selecting the HBR consulting firm was that they were well known to the legal community and therefore the metrics delivered in the “value report” would have credibility with law firm partners and  law school deans. Unfortunately this report contains no data which would ever be shared beyond the members of AALL. In fact the report is devoid of “important metrics.”

If the Australians Could do it...?In April 2014 a consortium of Australian  Library organizations including the Australian Law Library Association hired a consultant SGS Economics and Planning which, developed a methodology and then conducted surveys which actually generated a  financial metric on the value. According to their study  Putting A Value on Priceless, the ROI of information resources and services is $5.43 for every dollar invested.

What Kind of Report is This?  I am still puzzled.  It is too simplistic to be called a blueprint. It is really a collection of rubrics and best practices for a “do it yourself” project. The recommendations in this report simply validate the kind of advice that is routinely given in management programs at the AALL annual conference: “Align yourself with your organizations strategy,” ”adjust your message to your audience,” “ determine your stakeholders communication preferences,” “don’t use library jargon when speaking to management.”   We needed a consultant to tell us that? The only thing report does is to validate common sense and good management practices with some stakeholder data.

What this Report is Not. Many of us already collect sophisticated service metrics. What we needed was a tool or a formula  or a methodology for converting that data into a dollar value. The report doesn't deliver anything at that level of sophistication. The report is a theoretical narrative which is short on math and statistical analysis. The report doesn't follow one of it's own quantitative recommendations:

"Go beyond the mere measurement of activities and utilize methods that measure and demonstrate success or impact on organizational services."

This report never moves from measurement to methodology or impact.  
One size does not fit all. The biggest flaw that becomes apparent in reading the report is that the 3 major constituencies in AALL: private firm, academic and Government/court law libraries operate in drastically different environments supporting stakeholders with dramatically different support needs and service expectations. All of the data provided in the report aggregates the responses from all 3 types of organizations. The institutional  differences invalidate the aggregated responses. For example, the aggregated data indicate that “business development” activities are not highly valued. Anyone who works in a law firm will disagree with that assessment. But two thirds of the respondents work in environments (academic and Government/Court) where this type of service has no meaning.  Unfortunately there is no attempt to report data based on organization type.
The report suggests that  since there was no easy way to measure value across all organization types, HBR and the committee threw up their hands and decided not to try. They use these known differences as an  excuse for not delivering a real ROI metric.  I don’t buy that. They could have and should have been able to develop  methodologies and metrics for individual types of organizations. If it could not have been done all at once, AALL should have allowed the Academic, Private Firm and Government and Court Library SIS’s to work with HBR or another consultant to develop a custom study  for each type of organization. Maybe that needs to happen in the future.

These flaws were completely foreseeable  and  I would have expected a prestigious organization like HBR to recommend a survey methodology to  overcome this kind of problem. That issue should have been obvious at the time they responded to the RFP.

Do it Yourself? Really? The bottom line is that AALL and HBR have produced a report that says “we couldn’t figure out how to measure your value – we hope you have better luck on your own.“ Given the  reduced staff and time pressures we all face, this is an absurd recommendation.  Of course we will all continue to try to hone our own metrics but we expected a  report that reached well beyond what we are able to do as individuals. We expected AALL and HBR to do some heavy lifting and instead they have passed the problem back to the members. 

I do not disagree with many of the report's recommendations… I simply disagree that they delivered the kind of report that was needed and expected by many members... especially members who have already undertaken the kind of initiatives and activities recommended in the report.
Who Needs To Read This Report If you have never attended an AALL conference  and if you don’t  read professional literature, don’t follow any  professional blogs and never speak to your colleagues, this report will  be a real shocker. 

Is there is anyone out there who doesn’t currently report on the activities of their organization?  Thirty percent of the responding directors  (in all types of organizations) indicated that they do not provide any reports to management because they are not required to do so. That is a dangerous and naive place to be.  For that 30% this report should be a "wake up call" and the report will provide valuable guidance on beginning the process of thinking about how to communicate with management and what services are worth measuring.
Here are the key findings of the report:

Qualitative Information

1. Employ both formal and informal communications regularly.

2. Provide context with qualitative data.

3. Use testimonials to highlight the impact of delivered services.

4. Tailor the value message to stakeholder preferences.

Quantitative Information and Analysis

1. Go beyond the mere measurement of activities and utilize methods that measure and demonstrate success or impact on organizational services.

2. When reporting metrics related to specific library activities, report them in the context of the larger frame of importance to the organization.

3. Define the measurements within your organization used to demonstrate value to their stakeholders (clients, elected officials, board of trustees) and adjust library metrics accordingly.

4. Identify the external resources used by stakeholders to evaluate organizational success and especially law library success. Adapt internal processes as appropriate.

5. Identify current formal valuation methodologies used within your organization. Evaluate the applicability of that method for use by the law library and adjust the related processes accordingly.

Communication

1. Determine your stakeholder’s information delivery preferences, including distribution channels through a collaborative process with the stakeholder.

2. Create a schedule of reporting that fits into the strategic planning and decision making cycle of the organization to ensure that critical library data is delivered in a relevant timeframe.

3. Refrain from using library jargon when sharing qualitative data.

4. Find or make opportunities to present the information in formal meeting settings.

5. Determine the communication styles that match organizational preferences and get comfortable with different communication styles that can be easily adjusted to formal and informal settings as well as stakeholder preferences.

Comprehensive Best Practices

1. Form strong interpersonal relationships with stakeholders.

2. Employ short, frequent communication through existing channels as defined by stakeholder preferences.

3. Create templates that highlight the key considerations for current strategic initiatives in both narrative and numerical formats.

4. Adjust information delivery to meet a mix of demands and expectations.

5. Define foundational library services and emerging service opportunities within your organizations through a collaborative strategic process with stakeholders.

6. Embrace the leadership responsibilities and expectations of the management and director role.

Draw your own conclusion.
I encourage everyone to read the report and draw their own conclusion. I was expecting a lot more from AALL and HBR. If this report meets the needs of a substantial number of members  then it will have been worth the time and cost invested. 

This report  does not break new ground or  "move the ball forward"  for many professionals who have already developed metrics and effective communications.  A grand slam would have been the development of a formula for converting service metrics into dollar values. I would say that this report stops at "first base."

Thursday, January 22, 2015

Practice Innovations: Lawyer Tech Adoption, Digital Espionage, Legal Pricing Technology, Data Security, Wearable/Embedded Technology and Smartphone as Swiss Army Knife

The January Issue of Thomson Reuters Practice Innovations has been released. The latest issue is focused on cutting edge legal technology issues impacting the business and practice of law.


Deconstructing the Myth of Low Technology Adoption in Law Firms
By Conrad Jacoby, Adjunct Professor, Georgetown University Paralegal Studies Program,
Washington, DC.

Safe Travels in the Age of Digital Espionage: Protecting Your Assets on the Road
By David Herst, Data Privacy and IT Solutions Consultant, Dynatrace (formerly Compuware),
New York, NY and Don Philmlee, Legal Technology Consultant,Washington, DC


Legal Pricing Technologies
By Toby Brown, Chief Practice Officer, Akin Gump Strauss Hauer & Feld, Houston, TX.

Client Data Security Audits—A Preemptive Checklist
By William P. Scarbrough, Chief Operating Officer, Bodman PLC, Detroit, MI.

Smartphones as the New "Swiss Army Knife"
By Jean O’Grady, Director of Research Services, DLA Piper LLP (US),Washington.


Portable to Wearable to Embedded—How Technology is Literally Becoming Part of Us
By Don Philmlee, Legal Technology Consultant, Washington, DC.