Innovation in the Law
Patrick Mackenzie
Solicitor, King & Wood Mallesons
“KWM has comprehensively reimagined what graduate training looks like.” At KWM, we view innovation through the lens of “change that makes a positive impact”. I often view there being two aspects to innovation – the micro and the macro. The micro changes are the little things here and there that add up to make your life easier and help you get out of the office in time to get to the beach after work. Then there are the macro changes that involve the introduction of new technology and processes which directly affect the way we do our work, and lead to improved client outcomes. Both aspects are equally important. Some recent examples of legal technologies that have brought about positive changes at KWM include: • •
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automated processes to generate highvolume, pro-forma documents; an online platform to allow clients and lawyers to track the progress of conditions precedent for a deal so that they do not need to continually ask for updates; a program to coordinate verification of disclosure documents so the different parties can work across one document rather than several versions; artificial intelligence (AI) to review a suite of contracts to identify common provisions; and AI to assist in document review processes, reducing the number of documents reviewed in person by approximately 80%.
As a result of implementing the above, I have found it is easier to maintain work/life balance and focus on more interesting work streams instead of spending time on version control and document management, and have spent less time on document reviews that used to take months (a huge result!). At KWM this ultimately means that lawyers are happier, more 221
stimulated and engaged at work, and we are also able to deliver greater value for our clients. While some law students and graduates worry about AI taking over the role of junior lawyers and that we should all fear the rise of AI, I think the opposite is true. It is something to be embraced. AI does not replace the role of junior lawyers, it assists junior lawyers and makes them more efficient, which frees them up to spend more time on more intricate legal problems. This is one reason why the upskilling of graduate and junior lawyers, particularly in relation to legal technology, is so important at KWM. With this in mind, KWM has comprehensively reimagined what graduate training looks like. Alongside the usual graduate induction training, there is now a focus on upskilling graduates with specific legal technology training relevant to their practice groups. This training is designed to ensure KWM graduates develop deeper understandings of legal technology. This training is repeated in each practice group that graduates rotate through, so that by the end of the graduate program, KWM graduates have developed a broad understanding of the technologies and can think laterally about how certain legal technologies can be applied in a different way in a different practice group. The new approach to graduate training was informed by feedback from an innovation ‘sprint’ to tackle the design challenge of: How might we design a legal technology training experience to enable graduates to thrive in their teams and build productivity enabled practice skills. I was involved in the sprint from the dispute resolution perspective, which involved travelling to a number of KWM offices to conduct a series of interviews with colleagues across my practice group to map the key technologies applied now in each practice team and understand the motivations and blockers to adoption. The sprint culminated in a design workshop utilising a number of innovation tools and techniques to design our practice specific
