LEx360, a legal operations consulting firm, and Lawcadia, a legaltech company, recently signed an alliance with the aim of reducing risk and complexity in the work of legal departments. Technology is more present than ever in legal projects, and this transformation will benefit service providers. The Impact Lawyers interviews Mo Zain Ajaz, Founder of Lex360 where he explains how technology is transforming the legal sector, and how this alliance benefits both organizations.

1. Do you think technology has come to revolutionize the legal sector?

I believe that technology has the power to accelerate optimised legal services. This can take the form of work being completed faster, more efficiently and more accurately. However, I believe the sector is far from revolutionised, today, legal needs to embrace lean and process optimisation before it is ready for the robots. I believe that there is extensive value in a process driven legal function as our customers' demand exceed our capacity and therefore, legal work must be done right first time, right every time. Technology is a very useful tool but it will not fix the quality issues or legacy mindsets in poorly structured legal functions.

2. How does LEx360 benefit from its alliance with Lawcadia?

LEx360 uses lean and design thinking techniques to address problems for its customers and where the technology need is intelligent workflow and matter management, then Lawcadia steps in helps with that. Unlike other consultants LEx360's goal is to invest long term with its clients and therefore the partners it chooses need to be credible and appreciate our goals, Lawcadia achieves that. LEx360 is not a technology company and therefore needs partners that can help it deliver customer requirements. 

3. What challenges does automation present to lawyers' work?

Automation should in theory make lawyers work more efficient, however it can be incorrectly deployed. Lawyers fail to challenge what should be automated or completely resist the automation journey. LEx360 has successfully deployed automation for clients. The key learning is that clients must have a rigorous 'go-no' criteria for the documents that need to be automated. Contracts that are regularly entered (e.g. supplier and customer type contracts) and have the appropriate risk profile should be automated. Intake, self-service, and matter management automation is very successful and should be explored by all legal functions. 

4. Is "smart work" being implemented with ease in law firms?

Less progressive firms look at smart work as a cannibalistic activity. However informed firms (enlightened by the customers or the promise of better-quality work) are always looking for better ways of doing their work. Often smart work between two firms working for one client can become an issue - with firms being reluctant to collaborate or share their processes. In these instances, the general counsel must manage the situation and be clear about their expectations and reward good behaviour.   

5. How can a lawyer's professional experience be enhanced by collaboration with technology?

The goal for every lawyer is to gain experience and move onto more complex, taxing work. Therefore, if lawyers embrace technology, they can utilise technology to complete repeatable activities, find information quicker and then focus on more complex tasks. The ability to harness insights from data makes the role of the lawyer more effective and business focussed.