A two thirds majority consider budgetary constraints as the main challenge to implementing legal technology. However, when digging into additional responses by GCs that answered ‘No’, a more detailed picture emerges.
Pressure to embrace change is also reflected in the relationships between in-house departments and external firms.
In this ever-changing world, technological advancements are in continuous development. The number of devices and legal tech out there is increasing day after day.
While legal technology is now well established, questions arise regarding its regulatory framework.
Automation and digitisation of processes certainly help legal departments in daily mansions allowing them to focus on more time-consuming and demanding tasks.
Few would disagree that the global pandemic has led us into a new era. Many call this the ‘new normal’.
Although a great deal of legal technology was developed with in-house counsel in mind, there are still very few examples where GCs can clearly identify the specific value expected to be generated if they transition to implementing legal tech.
A large part of the in-house legal department of the future will be shaped by ongoing competition for talent.
The legal tech market is, as evidenced in our current global survey, complex, with a multitude of tools available to in-house counsel. How can GCs based in Africa safely ford this river?
We spoke with a number of GCs operating in the Middle East. Unsurprisingly, given the diverse socio-political climate throughout the region, their opinions differed significantly regarding local politics, the social environment they were operating in, and how advanced the laws they operated under.