Recent events have brought to the forefront the most significant challenge in the future of the legal profession: how we blend the human and the digital to best effect.
We have explored this within the first two topics of our Brave New Law series, covering ‘Jobs To Be Done’ theory and ‘Leading in Extremity’. This report details some of our key findings and insights.
No matter which sector you operate in, many of the challenges General Counsel face are the same. And they’re not all new. The challenge of doing different with less, of recruiting and motivating talent, of gaining a voice at the boardroom table, pressures to innovate and unravel the best legal tech solutions whilst running strategic projects for the company – are all issues that have been here for some time.
The solutions to these issues can be solved by collaboration and co-creation.
Working with our GC colleagues, and Dr Catherine McGregor, through a series of workshops, roundtables and webinars, we are exploring what’s needed to imagine the future of law. We think the key to this is being bold and an ability to embrace the new. We need to be creative, to bring new ideas in and make connections from outside of traditional legal practice. What we will also need is the expertise and insights from a wide range of subject matter experts, not just lawyers.
Our new report details the key findings, insights and takeaways for General Counsel from the first two topics in our Brave New Law programme; ‘Jobs To Be Done’ theory and ‘Leading in Extremity’.
Download report
Topic Overview
Jobs To Be Done Theory
Our first Brave New Law sessions were based on understanding the key jobs to be done in a particular situation and how that can be used to craft solutions and even innovations. What was significant here was the need to look at problems in a holistic manner. We explored Jobs To Be Done theory, how to apply it and the relationship with risk.
Leading in extremity
During our second session we considered the notion of leading in extremity - how to be a leader in challenging times including leading vs. managing in a crisis; changing focus; culture; authentic leadership and whether you can/should teach leadership to lawyers.
