AI has been and will continue to be used globally but what are the standards and guidelines we should be utilizing when deploying AI technology? While there are commonalities in the way AI is used, at present we don’t see a harmonized set of standards that can be used globally. So, what might a uniformed set of global guidelines look like?
Reviewing current guidelines set out by various countries to help find commonalities
Understanding the best set of policies that should be introduced and tangible steps to create the right actions.
Discussing the direction of future guidelines and how it will impact AI usage
Group Exercise: Audience will separate into groups and each group will consider a practice of law (litigation, M&A etc) and the guidelines they would suggest for each practice..
Kevin Fumai, Senior Managing Counsel, Oracle
Huu Nguyen, Partner, Squire Patton Boggs
Bert Kaminski, Chief Counsel, ServiceMax, Inc
Ignatius Grande, Director, Berkeley Research Group
Natalie Pierce, Shareholder & Co-Chair, Robotics, AI and Automation Practice Group, Littler Mendelson P.C
As we continue to ride the AI wave, we consistently hear talk about the automation of jobs and administrative tasks made increasingly simple with very little human involvement. However, is this really the truth and how much manual labor is really required to keep AI working seamlessly? While we may not be able to see the humans behind AI technology they do possess a very important role in curating the data, which is so critical to the functioning of the algorithms.
Exploring the balance between manual labor and AI’s own intelligent abilities to help truly understand how is AI coming to life. It’s widely perceived that computers do it on their own once they are fed data. However, how is AI trained and how much manual supervision is actually required?
Considering whether AI will eventually truly independent and how the relationship between humans and AI will evolve over time.
Daniel Broderick, CEO & Co - Founder, BlackBoiler
Ryan Steadman, Chief Revenue Officer, ZERØ
James Michalowicz, Senior Manager – Legal Operations Business Performance, TE
As AI technology continues to grow and increasingly become part of our everyday lives, businesses and legal system; the lack of safeguards and morality within AI has seen a rise in unconscious bias leading to injustices.
An overview of recent examples of unconscious bias within AI technology to help understand how the risk of unconscious bias.
Identifying specific areas in which safeguards and process must be implemented to eliminate biases.
Exploring how unconscious bias may impact the future of law and the legal system.
Group Exercise: Audience will separate into groups and discuss procedures/safeguards they would suggest to help prevent future cases of unconscious bias.
Kim Nayyer, Edward Cornell Law Librarian & Associate Dean for Library Services, Cornell Law School
Kush Varshney, Principal Research Staff Member and Manager, IBM Research AI
Miriam Vogel, Executive Director, EqualAI
Dean Harvey, Partner and Co-Chair, Artificial Intelligence, Machine Learning & Robotics, Perkins Coie LLP
As efficiency and greater accessibility continue to take priority, the legal industry is increasing their cloud usage. However with growing pressure to reduce costs and adhere to client needs, is moving to the cloud the right move for you and which model works the best for your organization?
Examining the risks and benefits of moving major enterprises to the cloud
Considering the hybrid model and how this approach can allow firms to cater better to client needs
Anticipating trends within cloud adoption and implementation models to help identify the future relationship between the cloud and the legal industry
Scott Wallingford,, Vice President and General Manager of LexisNexis’ Law Firm Software Solutions business, LexisNexis
David Carns, Chief Revenue Officer, Casepoint
Robert Unterberger, Legal Solutions Leader, Tata Consultancy Services
Cloud computing is becoming more widely used than ever mainly because of the flexibility and lower cost such technology affords. Yet concerns over security and data control have prevented wider adoption of cloud technology.
Addressing security and data access challenges associated with cloud technology Identifying strategies legal departments and law firms can incorporate to help mitigate risk and ease client fears surround data access
Pinpointing key safety measures cloud service provides can include in the future to help calm legal department and law firm fears
David Hansen, Vice President of Compliance, NetDocuments
This interactive session will highlight the key terms every legal department and law firm must include, as they navigate cloud contract negotiations. Whether its data privacy terms or business continuity terms, join our experts as they showcase best practices when trying to negotiate terms that work for your organization and clients.
Lean is a collection of tools and methodologies directed at improving process efficiencies and reducing waste to deliver value. Law is a service, whether lawyers provide it in a firm or in-house. Like all services, opportunities for waste abound. Lean helps tackle those inefficient processes.
Provide a basic overview of Lean, its key concepts, tools and goals
Make the business case for using Lean in the practice of law
Conduct a table-top exercise: We will create teams, assign roles and present them with an inefficient legal process. Each team will conduct a flash Kaizen event to come up with a future state process map aimed at removing waste from the defective process
A critical aspect of ensuring you remain within budget throughout your project is understanding the scope of work and how it relates to the budget available. Acknowledging that some tasks may take longer or cost more and being aware of other risks are crucial while monitoring costs during a project.
Highlighting the key phases and tasks of the project to help understand the full scope of work.
Outlining the tools and systems for budgeting and project planning
Addressing the importance of post project debriefs and how incorporating data analytics can improve future projects.
Melissa C. Prince, Esq., Chief Client Value and Innovation Officer, Ballard Spahr LLP
Elizabeth Satterfield, Director of Legal Project Management, Proskauer
James Boyer, Director of Matter Management and Efficiency, Ballard Spahr LLP
Steven Smith, Director, Matter Management Services, WilmerHale
Typically the success of a project is pinpointed into four key metrics, these being; scope, time, cost, and quality. However as legal departments and project management has evolved, the success of projects are also measured by considering project objectives. Unfortunately, this does raise a few red flags, especially as the client or law firm may differ in their idea of success.
Considering the key metrics teams must consider in order to determine the success and failures of each project
Establishing a strong relationship with your client and defining measurable project objectives early on in the process
Evaluating how technologies such as AI can help.
identify new data points for measuring the success of legal projects