By Pablo Yannone Sancho , Journalist at GLTH Many startups that want to create solutions focused on access to justice “are closest to the problem, but farthest from the resources.” This claim belongs to Maya Markovich , one of our Access to Justice Legal Advisors and founder at Justice Technology Association , inter alia projects. She has a background in behavioral science and organizational psychology. Her first role was in change management consulting for a tech company where she was working on long-range tech implementation plans, focusing on creating behavior and mindset changes around adopting new patterns. Then she decided to go to law school, and early in practice was often “pushed towards technology as one of the newer career attorneys.” Over time, she realized that the legal industry needed to embrace technology , despite the challenges of implementing such changes. She decided to stop practicing law and moved to the legal tech provider side, working in product management and requirements analysis, “serving as the voice of the end user for legal tech companies.” Later, she joined NextLaw Labs in 2015, where she helped accelerate legal tech companies both internally at Dentons and externally in the market. Currently, Maya is an independent consultant for legal tech startups, legal departments, and law firms, helping them leverage technological opportunities, especially with AI. She uses all these skills at the Justice Technology Association, where she is executive director. Building technology to bridge the access to justice gap: justice tech “We help provide mission-driven startups with upstream support, resources, network, and building the ecosystem around justice tech itself,” claims Maya. “I think that's why, although I followed GLTH for many years and I am a big fan of your work in general, I was really happy to see the new focus on access to justice and to be able to provide my insight in that way.” Justice Technology Association launched two years ago. Now, they have nearly 50 members, an extensive advisory board and a number of strategic partners “of like-minded and impact-focused organizations,” all of whom are willing to help the member startups that need their advice. They also facilitate investor introductions and co-produce a justice tech startup accelerator. Well, the first cohort was supported by partners including Dream.org, Village Capital and Gener8tor, organizations focused on fostering innovation, social impact, and economic empowerment. “It is useful for startups not only to understand the landscape in which they're in as it's changing so fast all the time, but also topoint potential investors to.” “We do everything we can to help them grow, so they can help more people.” Thanks to these projects, access to justice keeps improving more and more every day , but there is still a problem: what is currently, in Maya’s opinion, the state of Access to Justice and what can we do to help them improve it? Five billion people around the world can't access their rights “It's not going well,” begins Maya. “In the U.S., for instance, 92% of people in civil justice matters are not able to get enough or any of the legal help that they need. Over 5 billion people worldwide lack access to justice. It is a dire situation across the globe , and Maya is happy to be part of the Advisory Board, as she wants to know “more concrete examples of not only the scale of the problem, but also the bright lights of opportunity and positive impact that are taking place.” “We have partnerships with folks in Australia and APAC and other parts of the Americas and the UK, but Europe is definitely one of the places where we would like to know more about tech-focused access to justice efforts,” she claims. In order to work out this lack of awareness , Justice Technology Association is helping Village Capital to expand Village Capital JusticeTech Ecosystem Map, an interactive resource that includes not only justice tech companies, but also accelerators, investors, and related entities. Now Europe is a big blank spot on the map. “I want people to reach out to it because I think it's incredibly valuable for all of us to have a central repository of justice tech resources,” says Maya. Join them now! Are justice technologies progressing faster than legal technologies? When it comes to talk about justice tech , aimed at addressing the access to justice gap and helping those that cannot afford a law firm, we are talking about a completely different market: “The technology is direct to consumer,” says Maya. It requires different “product design and different go-to-market strategies.” “When you have somebody who's faced with a legal issue for the very first time, they need help walking through step by step, making sure that their form is filled out completely.” From Maya’s point of view, justice tech is progressing even faster than legaltech . Despite some incredible data that she shared: “When we started NextLaw Labs, there were 60 self-described legal tech companies in 2015. And five years later, there were 4,000,” says Maya. “Legal professionals now have more incentive to experiment with and use technology in their day-to-day activities.” Beyond Access to Justice, who else is Maya? When asked about her favorite place in the world , Maya finds it hard to choose. After all, she’s lived in places as diverse as California and Helsinki. While California has Oakland, her hometown, Finland has ubiquitous saunas, which was the way she adapted to the cold weather while living there. She also loves the Peloponnese in Greece, a region she’s fascinated by for its history, olive trees, and people. As you can see, she has a mix of tastes, a pattern that we also find in her favorite TV shows: Peaky Blinders for its intensity and Ted Lasso for its optimism. Although she’s only watched Peaky Blinders once, she’s sure she could rewatch it endlessly, something that would make up for the fact that last time she spent half the time with her eyes covered because of the violence. If she could travel through time, she would choose the past . Indeed, she fantasizes about being in the room during the United States Constitutional Convention, where the Constitution was drafted. For her, it’s fascinating to think of the Constitution as a document designed to be flexible and adaptable over time. “They knew things would change in the future in ways they couldn't possibly fathom,” she claims. Of course, she also would like to be in Paris in the 1920s. “Lots of art, science, and music!” As for advice to her younger self, she would say to take every opportunity that comes her way. She reflects that, although she has been brave in many instances, there are always more opportunities she wishes she had seized. She would tell her younger self not to underestimate her abilities and to see every experience as a learning opportunity. As Nelson Mandela said: “Everything is always impossible until it's done.” And Maya shows it every day as the founder of Justice Technology Association. Don’t forget to check out the map that Village Capital is building! - Maya Markovich Founder and Director, Justice Technology Association (JTA) #legaltech #people #behindlegaltech

By Pablo Yannone Sancho , Journalist at GLTH We are inaugurating the Behind Legaltech space at GLTH! We have been several months getting to know all of our Advisors better: what do they do? What do they watch? What do they think? Today, we will start answering these questions with a very interesting Legal Advisor, Jon Bartman , who belongs to the Innovation Area of our Advisory and is the Co-founder of The Law Tech Consultancy . Let's start! Jon Bartman has always “wanted to do something in sports.” He loves football, rugby, golf and, in general, any sport. When he got a little older, he realized that he probably wasn't good enough for that. “So I'd like to be a sports agent,” he declares. Now, he is the founder of The Law Tech Consultancy, where he works with a huge number of the top 200 law firms in the UK, as well as 200 Amlaw’s firms. According to Jon, his success in the legal and technology world stems from a very “round way.” He had been “in and around the legal world for the last 10 years and in and around legal technology for the last 6 years.” Then he noticed that lawyers had “a very difficult job” consisting of good business skills, good sales skills, and a good understanding of technology. So one year ago, he decided to dedicate his life to helping law firms in terms of consultancy and technology. Get to know Jon Better Jon might not have become the sportsperson he wanted to be when he was a child, but he has the attitude, as his everyday mantra is the next one: “I can get hit, it's how many times you get up and what you do when you get up.” A powerful thought that also aligns with one of his favorite philosophers’ point of view: Friedrich Nietzsche. This German thinker’s famous quote, “He who has a reason to live can bear almost any how,” invokes in Jon the power of positive thoughts and resilience . If Jon could talk to his younger self, he would tell him that “everything has a purpose and everything has a reason. He works hard and understands that there are always curves on the road.” Apart from Nietzsche, we cannot ignore, also, the influence of The Sopranos  and other TV Series in Jon’s life. “I don't know, you can still watch The Sopranos  again, and again, and again, and it's layered.” So are the comedies, such as the original version of The Office , with Ricky Gervais. “The UK version, not the American version,” he highlights. Jon is very clear that he would prefer to travel back in time than travel to the future. “I think having the knowledge that you have now makes you so valuable in the past. Obviously, there's so much innovation happening in our lives, the future is going to look completely different, while the past is going to look the same, and you can impart wisdom that's going to make a difference.” Of course, Jon expresses this concern as a person who dedicates his life to legal innovation , which, in his opinion, is still “behind the curve.” “Nothing is a straight path within legal technology” To Jon, legaltech “is anything that makes lawyers' lives easier.” It helps to shorten the time “to review a contract, to choose a contract, to look at a piece of evidence, to execute a litigation case, whatever it is within that legal process, etc.” “It is always going to be the same, dealing with documentation,” he assures. The differences take root in the processes, where innovation is crucial. And where technology is inherent, as “it changes the processes.” Although there are many tools that Jon highlights, such as AI and CLM, he thinks that innovation within the legal world is still “behind the curve.” “Procurement teams and sales teams, for instance, have embraced technology in a much bigger way than legal teams,” he says. Jon dedicates his everyday work to law firms, consulting on their technologies and creating, for instance, AI solutions. “You don't have to buy off the table,” says Jon. “There are cheaper ways to create something yourself, using the right technology and the right people.” Jon also works with startups , helping them to turn from “acorns” to “unicorns.” For him, startups have to understand that “a law firm or an in-house team are going to have a lot to do with product development,” as “nothing is a straight path within legal technology.” Of course, Jon clarifies that “innovation does not necessarily mean creating something new: there is a piece of legal technology that we have used for 10 years. How can I do it a little better?” To Jon, AI is an example of technology which is 100% necessary “in terms of profitability and in terms of being able to take on work that they possibly couldn't have taken.” Stepping back, using AI Gen is very innovative, but the way we use it has to be innovative too. “You can have a PDF that now has a generative AI box built in, so that when I'm editing content I can ask questions. That's really super innovative and really cool.” Legal technologies keep getting easier Legal innovation can still be behind the curve, but legaltech solutions keep growing . As a court for the Legal Tech Foundation which runs the Miami Summit every year, Jon assures that legal tech is taking big steps in recent years. “Even in the last 12 months,” he points out. In this Foundation, they have to select four legal tech startups among three hundred or more. “You see enormous amounts of innovation. And the evolution from two years ago to this year is spectacular,” Jon claims. Thanks to this fact, Jon believes that technology is getting easier for others to use , such as judges. “It doesn't matter where you are from,” he says. “A Spanish lawyer and a lawyer from the United Kingdom have to sign a contract. It doesn't matter where the technology comes from, you just have to make sure it's in the right place.” Jon underlines that global fact and he encourages others to join the Advisory Board of the GLTH. “It's a great place to meet people on the border. If you look at the list of lawyers, there are some incredible names of people who are exceptional thought leaders within legal technology.” He does not only encourage you to join our community but to him as well. “I'd like to talk to anyone who is a little scared or looking for the next innovation within legal technology. I would like to talk to you. My door is always open.” - Jon Bartman Co-founder, The Law Tech Consultancy #legaltech #people #behindlegaltech

Melany Di Polvere, Legal Design & UX/UI Development at Alfaro Abogados In today's digital age, artificial intelligence (AI) has evolved from a mere trend into an essential tool that is revolutionizing the way we work and live. Among the most noteworthy innovations is generative AI, a technology that, although still in development, is already transforming various industries, including the legal sector. What is Generative AI and Why Should We Care? Generative AI refers to artificial intelligence systems capable of creating new and original content, from text and images to music and software code. This technology can not only analyze complex patterns and make predictions but also generate innovative solutions for everyday and professional problems. In the legal context, generative AI can automate repetitive tasks, save time, and enhance the accuracy and efficiency of legal work. Transformation of cognitive tasks:  Generative AI has the potential to transform complex cognitive tasks, allowing lawyers and legal professionals to focus on higher-value activities such as strategic analysis and decision-making. Applications across all fields:  From contract review to legal research and predicting judicial outcomes, generative AI can enhance productivity, creativity, and problem-solving in the legal field. AI is a Copilot, not an autopilot It is crucial to understand that AI does not replace human judgment. While AI can analyze data and offer recommendations, the final responsibility and decision-making rest with the professionals. AI lacks consciousness and morality and cannot distinguish between reality and fiction. Therefore, it is essential for lawyers to use AI as a support tool, complementing their own knowledge and experience. How to maximize the use of AI in the legal sector The way prompts are structured and formatted for AI can significantly influence the quality and diversity of results. Here are some key tips for creating effective prompts: Persona:  Inform the AI about the job title and specific context. Objective:  Be clear about what you want to achieve with AI. Audience:  Define who will receive the message. Parameters:  Set clear and specific boundaries for the task. Context:  Provide detailed and structured context. Practical applications of generative AI Document review and drafting:  AI can assist in drafting and reviewing contracts, identifying errors, and suggesting improvements, thereby streamlining the process and reducing the risk of omissions. Legal Research:  AI can synthesize large volumes of legal information, providing summaries and analyses that allow lawyers to better prepare for cases. Predicting judicial outcomes:  Based on historical data and patterns, AI can predict possible litigation outcomes, helping lawyers develop more informed strategies. Automating administrative tasks:  From scheduling meetings to managing emails, AI can handle administrative tasks, freeing up time for lawyers to focus on their clients and cases. Conclusion Generative AI represents an unprecedented opportunity for the legal sector. By adopting this technology, legal professionals can increase their efficiency, reduce errors, and provide a more comprehensive and effective service. However, it is essential to remember that AI is a support tool and not a substitute for professional judgment and ethics. Used correctly, AI can be a powerful ally in modern legal practice. - Melany Di Polvere Legal Design & UX/UI Development   at Alfaro Abogados www.alfarolaw.com #legaltech #generativeAI #Communications

Milagros Tallarico, Semi Sr. Associate at Alfaro Abogados Intellectual Property has become increasingly relevant in recent years, especially with the rise of Artificial Intelligence (AI) and its capabilities to create various types of works. In this regard, it is important to analyze how this reality is already impacting certain rights, such as image rights and copyright. Although AI-generated works are created by a machine, there is human intervention behind it, a physical person who "instructs" the platform on what to do and how. So, who should be granted the copyright over the content? The creator of the tool or the one who uses it? Recently, the Guangzhou Internet Court ruled on the infringement of intellectual property rights by the creation of AI-generated images. The case involved the intellectual property rights holder of the cartoon character "Ultraman" and an AI tool. Guangzhou Internet Court decision In its evaluation of the copyright protection for the image, the Court first highlighted the intellectual investment made by the plaintiff. This investment included the selection of the design, the presentation of the characters, the choice of keywords for their creation, as well as the overall composition of the image. Furthermore, the Court recognized the originality of the AI-generated images, determining that they reflected a human creative contribution, making them worthy of protection under Chinese copyright law. Finally, the Court concluded that the plaintiff: "directly adjusted the implicated party's AI model according to their needs and ultimately selected the person associated with the image in question. The image in question was generated directly from the plaintiff's intellectual investment and reflects their personalized expression. Therefore, the plaintiff is the author of the image in question and holds the copyright to it." The ruling not only marks a significant advancement in copyright protection but also reflects a progressive stance towards the development and regulation of artificial intelligence. This decision suggests a favorable disposition towards technological innovation and business growth in the field of artificial intelligence, which could have far-reaching implications for the technological landscape both nationally and internationally.. How is this legal situation addressed in other countries? While this ruling could accelerate the debate on the potential of artificial intelligence to infringe on protected material, the fact is that courts around the world are already addressing this complex legal situation. In the United States , several class-action lawsuits are ongoing. Recently, The New York Times filed a lawsuit against Microsoft and OpenAI for copyright infringement. The New York Times alleges that the two tech companies have "obtained substantial savings by taking and using, at no cost," its content to create their AI models without paying a license. They also claim that millions of their news articles, research, opinion pieces, reviews, and practical guides have been copied. In Argentina , image rights are primarily regulated by the Civil and Commercial Code of the Nation (Law 26.994) and the Intellectual Property Law (Law 11.723). However, there is currently no specific regulation directly addressing the use of Artificial Intelligence. This implies the need to adapt current laws to new technological realities and ensure that rights holders are recognized and compensated for the use of their works or images. But this task requires ethical and social responsibility, prioritizing respect for human dignity and its creations. The first step, and perhaps the most difficult, is to educate and raise awareness about the risks and benefits of this technology, as well as to develop a code of good practices and responsibilities. Only then can we fully exploit the possibilities offered by AI without compromising the fundamental values of intellectual property. SOURCES 1. Sentence 2 "A Court Rules on the Infringement of Intellectual Property Rights by the Creation of Images Generated by Artificial Intelligence" . Instituto Autor. 3. "Chinese Jurisprudence on Artificial Intelligence " . Diario Jurídico. 4. "Intellectual Property in the Era of Artificial Intelligence: Who Owns the Content?" . Diario Ámbito. - Milagros Tallarico Semi Sr. Associate at Alfaro Abogados  www.alfarolaw.com #legaltech #AI #IntellectualProperty

Meet Pablo Yannone , an enthusiastic journalist who has quickly immersed himself in the legaltech world and is now a key player on our GLTH Team! Pablo, could you briefly tell us about your previous experience and how you came to GLTH? It has been six months since I was introduced to the legaltech world. I began as an inexperienced journalist with little knowledge of the topic but a lot of willingness to dive into it, learn new realities, and be able to communicate them to the audience.  People have been very supportive of my content despite the fact that I am not an expert in it. That is why I would like to emphasize the human aspect of my experience: my knowledge of legaltech has been provided by people who have shared their ideas at events and conferences, by people I have interviewed, and by individuals who, at first, were only "lawyers" or "technologists," and now are colleagues who share with me this genuine interest in the "Legaltech world." Communication is not only my way of learning and sharing information, but it is also the basis of other projects where I am involved, such as being a Community Manager for various enterprises, actively participating in journalistic associations, and writing essays for academic contests. What are the main challenges you expect to face in your new role at GLTH? Maintaining the personality of the Association in my content : as a creator, I will have to respect the mark of GLTH, which I admire as a reader for catching my attention from the beginning to the end. I would like to maintain that essence while also providing my own point of view. Doing justice to the truth : as a journalist, I will be able to interview top profiles who will share news about their careers with a lot of background. As a creator, my goal is to condense that into words that respect reality as fairly as possible. How do you think your communication and journalistic skills will be useful in your new role? Knowing what the audience needs to know and what the source is willing to share are skills that require empathy and method. Both will help me create relevant content that satisfies both the audience and the source as much as possible. What motivated you to join GLTH and what excites you most about working in the world's largest LegalTech hub? As I said at the beginning, people have been the foundation of my knowledge and experiences during these months. I trust a lot in people and their intentions, especially when they are involved in such human-centric projects as GLTH. Being able to work with them and helping each other to achieve goals is very exciting.  Following this line, it is also unbelievable that I will be able to keep learning more by interviewing all the advisors of the Association, who must have a very personal and professional outlook on the legaltech world! What challenges does GLTH face in the coming years? Legaltech is a very powerful field which represents the main focus of the Association. But as a hub, it has the goal of introducing more topics that are equally important, such as access to justice or ESG. Although GLTH is currently addressing these aspects by creating more areas of advisors, there will be a shift in its main message to highlight its openness to new ideas. Expanding to new places, obtaining more collaborations, and reaching new audiences: as a global hub, GLTH needs to be ubiquitou s, which presents many challenges. I am confident in GLTH’s capability of spreading everywhere and obtaining more partners, but it will require a lot of work, persistence, and resilience. Also, there is the challenge of reaching new audiences. GLTH’s message is very important for society, and people need to be aware of it. This is not easy considering the excessive amount of channels and information available. Persistence and resilience will be crucial in achieving this goal. A dream to fulfill at GLTH? As I mentioned before, I began to take part in this amazing legaltech world a short time ago. Due to that, it might sound pretentious to say that "being here is a fulfilled dream." But one thing is true: I have always believed that communication is the key to change. Taking part in GLTH, an association where communication is the bridge to share transcendent knowledge and points of view essential for society, is undoubtedly a dream that I thought was too good to be fulfilled. #legaltech #community #future

Lilian Mateu Ruano, Business Agility consultant and Agile coach at  Netmind  a BTS company  Lawyer. The pace of changes in the world is accelerating and technology is shaping the future of businesses across sectors and redefining the professional services playing field. Legal industry leaders and managers must explore and comprehend the intersection of law, business and technology to shift to a new paradigm. We are living in amazing transformational times. The type of legal work is changing under the influence of technology and the proximity of legal function to business is causing disruption on how legal professionals provide value to their clients. Legal services customers demand more effectiveness in work processes, more transparency on fees, more speed on delivery, more predictability and better budget forecasting. The traditional excuse that a change is not possible, because it seems difficult to predict how long a legal matter may take, is no longer valid. Legal services businesses should aim to make a profit, but not at all cost, and not at the expense of the core of the legal industry: the people. It is time to create a more sustainable work environment for legal professionals . However, we have a systemic dependency because selling time is a profitable way to run a legal business. Moving beyond the time-based legal economy in not an easy ride. Some think a big shift in the legal business model and a wide-scale adoption of technology is not going to happen soon. There are a lot of things that should change in how law is practiced. However, the evolution of the status quo is a complex process. Changing how things are “traditionally done” has to be gradual. It is necessary to activate a cultural mindset shift . To evolve and transform the legal services business requires to be adaptative. We have to start thinking, working and organizing in a different way. We need a better understanding of the value of law for the clients and start thinking in services. Legal services businesses and in-house department must focus on higher purposes than just making profits and being profitable. This is a huge shift and it means reshaping the business model. Overcoming resistance to change is challenging. We need to promote disruptive leadership and modern management strategies to adapt to the news contexts and needs. We need to be agile to reinvent the legal services model building more mature organizations ready to survive in a very uncertain future. Leading in the legal services professional industry, through uncertainty, isn’t just about introducing new technologies, when it involves pandemics, currency devaluations, terrorist attacks and wars, resilience is what we need. David J. Anderson has been working for more than 20 years to improve the quality of management, leadership and decision making, focusing on the achievement of true organizational resilience for 21st century service professional businesses, through Evolutionary Change. With the foundations on the Kanban Method , he has developed the Enterprise Service Planning , the Fit for Purpose Framework and the Kanban Maturity Model . This is the link to the training program created especially for lawyers and professionals in the legal sector: Legal Kanban Practitioner At the Universidad Kanban and the David J Anderson School of Management we are now training and coaching these methods, frameworks and models for professionals, managers and leaders of the legal industry , wanting to acquire new skills and capabilities to build modern and resilient organizations wired to evolve to survive in the new contexts. Let’s explore the basics of the Evolutionary Change Management approach and how the legal industry can benefit from it in the transformation of the business model achieving higher levels of organizational maturity. Focus on workflow efficiency instead of on billable-hour Legal services have been historically based on the billable-hour model. Hence the industry has been focusing on how many hours individuals are spending on doing the work and not on how long it took to complete the task or the matter. Consequently, there has been traditionally a focus on keeping people busy because this is the most efficient way to be the most profitable business. This system brings risks for the client both by the unpredictability in the scope of work as well as by potential inefficiency. The change should start focusing less on managing individuals and their time spend to do the work and more on managing the work-in-progress (WIP). First, focus on the efficiency of the work to be done, and then focus on the “flow” (movement) of work. In any work, we do a series of activities in order to provide the deliverable. We have to introduce the concept of “flow efficiency”, keeping the work moving, producing new information, answers to questions, discovery of facts, and so forth, and doing so in a timely manner. When a customer asks us for something they care about how long is going to take you to get it done and they do not care in how much effort it took you to get it done. Thinking about the value for the customer and improving the speed on delivering legal services is the competitive edge. However, there are two important things to recognize when managing knowledge work in professional modern services businesses . First , is that we are dealing with human beings. We struggle to hold too many things in our heads. We work at an optimal level when we have only two or three things in progress at a time, where one is a primary task and the other two are subsidiary, less urgent, less important, or tasks where we collaborate where another person is the primary owner and we provide input or insight. So, when we work on many things simultaneously, the time to finish them is too long and the quality is affected. It is not a very efficient way to work. Secondly , in knowledge work activities where we are discovering information for some purpose, generally, there is a cost on any delay related to that. Information has a shelf-life, is perishable in nature. In legal professional services time matters!. We are dealing with hard delivery dates, like court hearings, tax returns, etc. Hence, there is a value on discovering information quickly and communicating the results in a timely manner. Service businesses need to work reliably and to understand and improve the lead time. Improving productivity and predictability via technology will make it easier for legal industry to move to alternative fee arrangements , which in its turn will have a positive impact on the people that are the core of the people business the legal sector is. Legal technology should be providing legal teams tools to manage work flow and improve flow efficiency. Therefore, the big challenge is that we must re-organize modern legal services so professionals must plan capacity and capability to deliver the catalogue of services we offer to clients, with different service level agreements, adopting the most effective technology, to set and manage customer expectations for the standards expected of us. Leaders and managers of professional legal services need to think in services. Legal services industry needs professionals who are able to think and organize work in organizations as a network of interdependent services that is pulled together to deliver a value to a client. So, we should be thinking in services and focusing on managing the workflow rather than focusing on having individuals busy. Evolve with incremental changes to overcome resistance Changing the way we think, the way we behave, how we work, how we organize and collaborate is challenging for leaders, managers and for everyone. As humans we experience all social and organizational changes personally. This concept belongs to a branch of science called Social Psychology, the study of how individuals experience social change. Some changes, as a new job tittle, can affect us emotionally if they might affect our identity, who we are, our position, the purpose and the meaning of our contribution in the organization. Changes, as a new role, that might potentially affect our dignity, our social rank and how we receive recognition, and whether or not we are respected for our organization have the potential to affect our self-esteem. Other changes, as the tools or technology we use, our methods, may also affect our confidence because when a change affects our skills and capabilities we feel emotionally affected. We worry that we will seem incompetent and hence, that how we are viewed and valued by others in the social group would be diminished. Any type of changes that affect us socially are going to meet with resistance for most of human beings . Social psychologists call these types of changes Structural Changes because they affect the social structure and organizational relationships. Whenever we pretend to alter something and we do it changing the social and organizational order dramatically (is also known as a Dramatic Social Change), we must be careful because we are dealing with human beings and we are wired emotionally. So, implementing any drastically structural changes we will be attacking identity, dignity and confidence in people and we will invoke some level of fear, anxiety and resistance. ¨ People don´t resist change, they resist being changed” Peter M. Senge. So, our first strategy with change management should always be to avoid introducing organizational structural social changes when and where possible. Social psychologists identify another type of change, known as normative or incremental changes, where we do not resist because they do not affect directly the social order. This kind of changes may affect and relate on how we do things, our skills, but they will make us to look better, they will help people to be a better version of themselves. Humans love these changes. To understand it, think about how initially we used phones, only to do voice calls and text messaging. The phones evolved to be smartphones and as a consequence social behaviour changed. The changes introduced on phones, as the applications, were normative, incremental changes. However, over time, we learned and got used to use all kind of them, such as mobile dating apps, and all of a sudden, without really noticing, the social order has been changed. So, we have to be smart on how we introduce changes in our organizations, as those related to technology or any kind of structural changes. Introducing them as incremental changes is smarter because they have a collateral effect, which is that with time social and structural change will happen but in an emergent manner and it will not meet with resistance. The core of the Evolutionary Change approach is that we can introduce gradually incremental changes to p.e. the tools we use, and the methods of working and organizing, but we should try to avoid introducing changes that will attack people’s identity and dignity or the social structure around us. Initially, in the change management, no one gets a new job title, role, or changed responsibilities. We have to start with what we do and how we work now, and then we focus on the work, letting the workers self-organize around it. And we should focus on the flow of work , measuring and managing the workflow, and shrinking the lead time, from customer request to delivery, eliminating the delays to improve the customer experience. Secondly, we need to think and operate in services , but not in a way that it involves reorganizing our business into service-oriented units. The normative way we should do it is to encourage existing functional units in our business to cooperate and collaborate together. We have to define a service which is customer oriented , and that service will need to flow through different units within your organization. We need to focus on driving collaboration and cooperation in the name to deliver a service to the customer. So that people will be better versions of themselves in collaborating with colleagues from across the company, and hence, nobody resists. We don't have to reorganize the company to make that happen. Lead disruptively applying the sports coaching approach To drive Evolutionary Change, and implement incremental changes gradually, we need leaders and managers with adaptive capabilities , sometimes this is called disruptive leadership. We need leaders who are willing to disrupt the peaceful equilibrium, modify the status quo in which people are living, working, and operating the business. Leaders and managers need to be willing to make the people a little bit uncomfortable and catalyse adaptation and evolution and do that on a regular operating basis to reach high levels of maturity in organizations. When we recognize that the external conditions are changing around us, if our business or team is not wired to change, to constantly adapting, mutating and evolving, then the likelihood is that we are going backwards from a competitive perspective and becoming fragile. Given enough time, and sufficient external change, we might become obsolete, and that will lead to our extinction. The formula that we propose and how we train managers and leaders to drive changes is much like the sports coaching model . In mature sports, coaches have a playbook. They know how to take little kids and develop them over a period of years, through a progression of achievement of levels, all the way to world championships or the Olympic Games. All that is needed is that the kid wants it enough, that they are motivated to improve and pushing from one level to the other. All we need is to empower and motivate people and take them from a current level of performance, make them a little bit uncomfortable, a bit unhappy with the current performance and so they will need to learn and acquire some new skills and capabilities to reach a next level. Sometimes we will need to inject some stress in the environment. We must do it in an environment which people will be comfortable , because it’s quite safe to fail, so if they fall over, they won’t hurt themselves. With time, they will not be afraid of falling over and then they will evolve and be ready to perform at a higher level. This is the environment and coaching model we need in our organizations. Summarizing, the basic formula of the Evolutionary Change model to follow to catalyse evolution is very simple: First , there must be some stress in the environment. Enough to make people to feel uncomfortable but not too much to break them. Second , it must be a reflection mechanism, a feedback loop to reflect upon the stress, the fact we are uncomfortable with the current situation and analyse it. What is causing the problem, what can we do about it. Can we hypothesize about the changes and adaptations that we can do that will be improve our fitness for the environment. And third , there must be an act of leadership, someone must inject the energy to enact the change. “Let’s do something about it”. And then we get better, and we repeat the cycle. Leaders and managers need a playbook to guide the organization through this cycle because this has to be done correctly. If you stress people and the organization too much you break it and people will leave the organization. Improve until you achieve "Fitness for purpose" Leaders and Managers often struggle to understand that an evolutionary change process has not an end point. Continuous improvement is always necessary because the world around us will continue to change and we must not become complacent, we must not slip back into a comfort zone, in a new equilibrium. We will always need the capability to keep evolving and mutating. We need organizations wired to adapt to changes and evolve. But, are there times where we will need not to change and improve anymore? When we have done enough changes and they are real improvements so we are fit enough for current market conditions and environment in which we operate, then we won’t need to adapt or evolve, at least not until environment changes. There will be periods when there will be little or no change happening. In evolutionary theory, this concept is known as ¨fitness¨. In a business sense, we will judge if we have reached that point of “fitness” understanding and empathizing with our customers and other stakeholders to comprehend what they need from us and what represents for them a good enough level of service. To know when we have done enough changes, they are likely to be improvements to the point that we know our costumer's purpose to come to us because we serve them well enough, we need to understand what risks they are managing and which expectations they have of us in terms of how we need to serve them. For that we need a thinking tool, a method of gathering information and a decision framework that helps us establish the “fitness” criteria to measure how the services we design and deliver, from the customer experience, are good enough . In which case, no further changes are necessary for the time being, or if there is still a gap that we need to close, we must continue to adapt and improve. To help drive evolutionary change, David J. Anderson along with Alexei Zheglov developed the Fit for Purpose Framework . Use technology to improve service delivery In the legal industry we have been thinking in “matters” and “projects” and talking about “legal project management”, rather than in “provision of services”, so we have been looking for traditional project management type of tooling and developing technology with that approach. Traditional project management tools focus on “resources efficiency” and keeping people busy , rather than focusing on work and the flow of work. Instead, we need work tracking tools. Some examples of this tools are Kanbanize and Legalboards . The best of such tools is that help you visualize the work . Professional services produce intangible goods (in other words, invisible work). If we are to use all of our intelligence and apply it to managing our work then we need to engage all of our brain, and we can help this by visualizing the work. So we want a visual tools that helps us track, manage and analyse the flow of work. We need to identify what types of work we are requested to do by customers, we need to know who asks for it and what we do, how the works flows through our organization. We need to track the work and report on it. We need to be able to identify the “services” we offer, to identify the types of work that we do . Because every type of work has different workflows, requires different people, applies different technology, takes different amount of time. We must define types of work based on these rules. Also, we do not always trait the work the same way. We need to understand the urgency of the work , its cost of delay, and this will tell us how it should be treated. Some time we need an ¨express service¨ lane for example. We may need to service things faster for some reason. Offering different “classes of service”, different ways in which work is treated and prioritized, and flowed through our system, is a way to maximize our profitability and optimize our economic model. It may also improve customer satisfaction and give us a competitive edge. Sometimes customers are willing to pay more for express service, or better treatment. So we need to use technology that helps us identify work items or a given type, to visualize the flow of the work, to measure, track and report the flow, to limit and manage the quantity of work-in-progress, and to tell us the priority or class of service attached to any item of work. For bonus points, an ability to track the customer, why a matter was requested, and the risks associated with it, are also useful. We may want to know who is working on and collaborating on any ticket at any given time. We want to know whether the item is flowing, or blocked and if blocked why, and for how long. There is some technology already available to do all of this and for very affordable prices. Lead with purpose to pursue organizational maturity Finally, probably the most important: where should be focusing to create better organizations to work? There is a famous quote that states: ¨People join your business, and they leave their manager¨. We should be thinking on this more. People sign up for a mission or a purpose because they believe they would be contributing in the world, but they quit because it’s a lousy place to work . People need to work for a higher reason . There must be a greater reason than just collecting a pay check or improving the CV in order to get out of bed in the morning and show up to work. So, the first thing to realize is that we must to lead with purpose. We need purpose-driven business and organizations . We need a high purpose in order to motivate professionals and our leaders must be leading with purpose, and not merely for individual or organizational selfish reasons or for business profits. A favourite quote of Richard Branson, founder of Virgin, is " People believe that businesses exist to make profits. They have that backwards, businesses make profits in order to exist ". Business profits enables us to keep going to survive and to deliver the purpose because we created the organization for in first place. Profits enable the mission, the purpose of the business. But simply making profits is not a good enough reason. A business that is economically viable is not good enough. While preservation of our organization, survival, is a concern, it cannot be our mission. So, we must lead with purpose! People leave business that are not purpose-driven and that are poorly managed, they quit because of their manager. People leave organizations where their leaders and managers are selfish and not well trained at managing its people, at managing risks, at managing the work, at satisfying its customers. We refer at being bad at those things as a low maturity organization. Organizational maturity and the quality of leaders and their managerial capability matters . Mature organizations, those that deliver on their purpose, that are well-managed, that are good at meeting customers' expectations, good at managing risks, that adapt as needed, that anticipate stressful events and situations, that have resilience and robustness, and a capability to manage innovation gracefully and thoughtfully, and that are good at creating an attractive place to work, where people are set up for success, are great places to work! Employees enjoy working and want to stay. Maturity Matters! We must pursue organizational maturity as a core part of our strategy. Not just because employee engagement and their loyalty, so they will stay and help to improve and deliver on the mission, because you will have a great place to work where everyone wins: customers get a great service, managers love working because they get to feel successful, owners are happy because we are running a profitable economically sustainable robust business and your employees are motivated are love working in your business. To help leaders and managers and deepen the maturity of an organization, David J. Anderson , together with many collaborators but especially, as co-author Teodora Bozheva , developed the Kanban Maturity Model , an organizational maturity model and leadership model, and a mapping of the Kanban Method to those models. This article has been inspired on the interview I made to David J. Anderson on July 2022, sponsored by Global Legal Tech Hub and Deloitte Legal Spain. 🗣 #GLTHtalks: Evolutionary Change Management for Legal Services Industry - Lilian Mateu Ruano Founder of Selectius Projects #Legaltech #ChangeManagement #Evolution #LegalKanban

By Laura Urquizu, President of GLTH Four years ago, on February 19, 2020, the Global Legaltech Hub (GLTH) was born with a clear and shared vision: to connect the global legal ecosystem, bringing together professionals, startups, companies, corporations, and academic institutions to tackle the future of the legal industry driven by technological innovation. In those early days, we were a group of 19 founding members filled with dreams and hope, determined to transform the way technology and law intersect. I vividly remember the first steps on our journey. Shortly after our founding, the COVID-19 pandemic struck, presenting us with unimaginable challenges for a newly established association. In that moment of global uncertainty, we faced a crossroads: to halt or to adapt. We chose the latter. We reinvented ourselves, demonstrating resilience and flexibility that became our hallmark. Technology became our ally, enabling work to continue, and our hub emerged as a beacon of hope and resources in dark times. 2021 witnessed our inaugural event, GLTHday, in Barcelona, a gathering dedicated to digital transformation and technology in the legal sector. It was an exciting milestone, filled with inspiring conversations and connections that endure to this day. That same year, we launched our blog, a space where we share articles on relevant topics in the legal and technological sectors, and we saw our network expand across five continents, rapidly growing to 100 partners. In 2022, we took another step forward. We celebrated our GLTHday for the first time in Madrid, expanding our mission to new geographies. Additionally, we created our Advisory Board (arguably one of the most beautiful projects of our organization), comprised of 20 leading professionals in the global legaltech arena, bolstering our knowledge base and extending our influence. Our community continued to grow, surpassing 200 members for the first time, including partners, advisors, entities, and collaborators worldwide. 2023 continued to set the pace for our entity's growth. GLTHday evolved into a week of events, intensifying collaboration and idea exchange. We published several critical reports on the impact of generative artificial intelligence in legal practice, guiding our community on how to harness its benefits ethically and effectively. Our Advisory Board expanded to 50 professionals, and our network reached 300 members. And now, in 2024, a year where we have significantly expanded our global connections. We have over 25 events scheduled worldwide, most of which are in-person, and we have strengthened our community by establishing partnerships with over 20 international hubs and entities. Our social media posts reach over 300,000 users annually, consistently spreading relevant information and trends. Our Advisory Board has grown to 60 professionals, and our community now exceeds 500 members, each one a pillar in our structure of innovation and progress. Looking back, I feel profound gratitude for everyone who has been part of this incredible journey. Every member, every collaborator, and every ally has left an indelible mark on GLTH. We have overcome challenges, celebrated every success, and most importantly, learned and grown together. But this is just the beginning. Technology and law continue to evolve exponentially, and so do we. New challenges and opportunities await us, and I am confident that together, we can continue to drive change and innovation. With hope and determination, we face the coming years knowing that GLTH will continue to be a beacon of inspiration and progress in the legal world. Because if there's one thing we've learned in these four years, it's that the future of justice is in our hands. Together, we can build a world where technology and law come together to create a fairer, more efficient, and inclusive legal system. And I am certain that with the passion and dedication we have shown, there are no limits to what we can achieve. Laura Urquizu President of the Global Legaltech Hub #legaltech #community #future

Luego del éxito del primer workshop del equipo de People & Culture el pasado 4 de junio, Blanca Rodriguez Lainz, Beatriz Hernández Guinea e Ignacio Escobar Quintana repasan, en este artículo, algunas reflexiones sobre los nuevos roles que emergen en el mundo legal. Uno de los cambios más significativos que se está produciendo en el sector legal es la incorporación de nuevos roles dentro de los despachos y el impulso y profesionalización de las áreas de gestión tradicionales (finanzas, rrhh, marketing y comunicación, gestión del conocimiento, etc). En los despachos, y en algunas empresas, se establece una línea divisoria que separa producción y soporte, abogados y staff o, como reflejaría aquella maravillosa serie, Downtown Abbey, los señores y el servicio. Algunos valientes han contado con la proactividad, la empatía y la tolerancia a la frustración necesarias para saltar esa barrera invisible y ponerse al lado, como business partners, de los socios y abogados, aportado valor más allá de ejecutar directrices y generando cambios por encima de lo esperado. Hoy la revolución digital está transformando la abogacía y parece cada vez más evidente la necesidad de contar con equipos multidisciplinares que complementen los conocimientos legales en las problemáticas cada vez más complejas que nos traen el mercado y los clientes. Para ello no basta con incorporar tecnólogos, Project managers y excelentes profesionales de áreas de gestión, la clave está en ser capaces de integrarlos culturalmente y dejarlos brillar. Mejorar la eficiencia operativa, implementar y facilitar el uso de las nuevas herramientas digitales, incorporar y fidelizar el talento en un entorno en el que crece la rotación y desarrollar servicios innovadores que respondan mejor a las necesidades de nuestros clientes es cada vez más importante si no queremos caer la decadencia porque, en el entorno actual, “todos somos producción” y estos roles tendrán un papel crucial para la sostenibilidad de los despachos. ¿Cómo romper para ello con esa línea divisoria fruto de la tradicional resistencia de muchos despachos a delegar las tareas de gestión en profesionales no abogados? Los despachos han operado históricamente bajo una estructura jerárquica en la que los socios y los asociados con mayor experiencia asumían la gestión del despacho de forma natural al avanzar en la carrera asumiendo funciones de gestión del talento, finanzas o desarrollo de negocio. A ello se une un tema cultural fruto de la marcada orientación a la calidad y la excelencia. Estos dos aspectos y muchos años haciendo las cosas de la misma forma pueden llevar a cierta desconfianza hacia aquellos que no comparten su formación y experiencia por un lado y a asumir cualquier cambio que pueda impactar en la calidad por otro. Por ello es clave de cara a una óptima alineación entre perfiles y roles diversos, que los no abogados entiendan muy bien el negocio y trabajen como business partners. Alberto Galán, CIO de Deloitte, ha pasado de ser un outsider (dado no solo su rol sino también su pasado fuera del sector) a un “amigo de los abogados” porque en este camino hacia la madurez del negocio deben entender la tecnología no sólo como soporte para el despacho sino como herramienta de negocio, para ello debemos combatir sesgos como el clásico: “no me entiende porque no es abogado” o el tradicional “aquí siempre se ha hecho así”. Para Alberto impulsar una cultura basada en el dato nos ayudará en esa transformación. El Chief Data Officer será uno de los roles más demandados en los próximos años. Fabio López, gestor de operaciones y LPM en CMS, añade que para ello debemos armarnos de empatía para que puedan vernos como facilitadores, armar el caso de negocio y recabar los datos necesarios que lo soporten para convertirnos en aliados imprescindibles en lugar de en un mal necesario. Es fundamental tener un buen análisis de donde estamos y donde queremos ir para tener claros los tiempos y el momento que vive la organización e ir a un ritmo asumible. No intentar poner en marcha proyectos para los que nuestro entorno no esté preparado. Según Beatriz Hernández, Responsable de Talento de Deloitte Legal, los despachos tienen que convertirse en empresas lo que implica tener KPIs de negocio más allá de la rentabilidad del abogado vinculados al plan estratégico, formar al equipo en conceptos relacionados con el negocio y tener muy claros los focos para alinear las políticas de cada departamento con los objetivos de la firma. “Los equipos de Talento hemos pasado de una visión endogámica a una más estratégica, debemos preguntarnos mas el “para qué” en lugar de ejecutar sin cuestionar las políticas, ofreciendo una visión que ayude a tomar decisiones corporativas” añade Ignacio Escobar, Director de RRHH de Finsolutia. Anna Marra afirma que una formación más transversal será fundamental, “hay que cambiar el mindset y la formación es transformadora” ser un excelente especialista ya no es suficiente, el abogado debe tener también una formación multidisciplinar ya que, contar con conocimientos de tecnología, de economía, inteligencia emocional, comunicación o de gestión de proyectos prepara a los abogados para comprender mejor el contexto en el que operan sus clientes, especialmente en aquellos despachos más pequeños que no tienen la suerte de contar con este tipo de profesionales de gestión. En su experiencia hay mucha demanda de Legal Project Managers en el mercado legal. La reingeniería de procesos, añade, tiene mucho que ver con la rentabilidad pero también con la nueva experiencia del consumidor de servicios legales. Jorge Muñoz desde la perspectiva de empresa tras mas de 20 años como abogado inhouse en multinacionales anglosajonas en roles de gestión tiene claro que los abogados con talento que están en el pipeline para ser General Counsel necesitan una formación generalista, un conocimiento horizontal y visión a largo plazo para tomar decisiones críticas. La diferencia entre un abogado y un abogado de éxito está en las softskills y en la capacidad de maximizar todos estos nuevos roles y ser capaz de aprovechar todo lo que nos trae la tecnología. En conclusión, aunque la incorporación de nuevos roles y la delegación de tareas de gestión a profesionales no abogados puede aportar eficiencia y permitir a los abogados concentrarse en su práctica principal, los despachos de abogados a menudo se resisten debido a una combinación de factores históricos, culturales, desconfianza en la expertise externa, preocupaciones sobre cómo afectará el cambio a la calidad, el deseo de mantener el control y la inercia organizacional. Para superar estas barreras, es crucial contar con valientes capaces de empujar y soportar con datos ese cambio cultural necesario que reconozca el valor de integrar y alinear de forma efectiva esos roles y fomente una mayor colaboración interdisciplinar sumando talento diverso para alcanzar esa transversalidad y agilidad que requiere la revolución que vivimos. Vamos allá. PD: ¡Revive el primer workshop de GLTHpeople en este 🔗 link! - Beatriz Hernández, Blanca Rodríguez, Nacho Escobar Líderes del área People & Culture del GLTH #legaltech #talent #future

Beatriz Hernández, Blanca Rodríguez y Nacho Escobar, Líderes del área Culture & People del GLTH. El primer video que emitió la MTV el 1 de agosto de 1981 fue la canción de The Buggles, “Video killed the radio star” pero todos sabemos ya que, aunque el video no ha matado a la estrella de la radio, Spotify está en ello… ¿Hemos cambiado mucho? Para ser una estrella en el mundo de la abogacía hasta no hace mucho tiempo, lo que primaba era la capacidad técnica que, en el caso de los recién titulados, se traducía en el expediente académico. Los equipos de selección de las firmas de abogados nos afanábamos en calcular la nota media de cientos y cientos de expedientes de aquellos que se postulaban al proceso de selección, y si este superaba con holgura la nota de corte que cada firma fijaba, tenían casi la llave que les abría la puerta para empezar su carrera profesional. En esta línea los procesos de evaluación ponían su foco en las habilidades técnicas que los abogados y abogadas tenían para decidir su promoción o incluso para incorporarles a la sociatura. Los planes de formación se estructuraban en base a sesiones técnicas presenciales en las que los abogados más expertos compartían su conocimiento con los más junior, y todo despacho que se preciara disponía de una biblioteca lo más surtida posible. La organización del trabajo se fundamentaba en modelos jerárquicos tradicionales en los que la visión y la estrategia de los asuntos era fundamentalmente conocida por los máximos responsables mientras que el resto se debía limitar a ejecutar las tareas que se les asignaban a medida que iban ganando en solvencia técnica y conocimiento. Nadie sabe nada Según explica Yuval Harari en su libro Homo Deus, la existencia de nuestra especie, Homo Sapiens, ha estado condicionada desde sus orígenes y hasta comienzos del siglo XXI en lo social, lo económico y lo político, fundamentalmente por 3 vectores: las hambrunas, las guerras y las enfermedades. Sin embargo, en este siglo estos factores se transforman, pasamos a ser una sociedad en la que muere más gente por obesidad que por hambre, mueren anualmente más personas por suicidio que en los conflictos bélicos y la longevidad pasa a ser a ser uno de los mayores desafíos que nuestra sociedad tiene en lo que a salud se refiere. Han cambiado las reglas del juego y nos hemos adentrado en lo que muchos han considerado como “nueva era”, definida con acrónimos cómo VUCA o BANI o con el adjetivo de complejidad. Como sociedad, pasamos de un contexto predecible a otro marcado por la incertidumbre y la impredecibilidad, en el que de manera permanente ocurren cosas de no entendemos ni esperamos donde la transformación digital ha sido el acelerador. Este nuevo contexto ha supuesto para el entorno laboral enfrentarse a retos desconocidos, en los que hemos tenido que cambiar radicalmente la forma de trabajar, crear nuevos roles y dejar otros, incorporar la tecnología de forma transversal en todas las facetas profesionales y cambiar radicalmente el enfoque de las habilidades y capacidades de trabajo requeridas. Según el último informe del World Economic Forum, las 10 competencias más demandadas en 2023 han sido: 1. Pensamiento analítico 2. Pensamiento creativo 3. Resiliencia, flexibilidad y agilidad 4. Motivación y auto conciencia 5. Curiosidad y aprendizaje continuo 6. Capacidad tecnológica 7. Confianza y atención al detalle 8. Empatía y capacidad de escucha 9. Liderazgo e influencia social 10. Control de calidad Según este mismo informe, en el corto plazo algunas de estas capacidades como la “capacidad tecnológica” pasarán a tener mayor relevancia, y tomarán posiciones otras nuevas como el “dominio de la inteligencia artificial y la big data” o el “pensamiento sistémico”. Chat GPT, ¿nos dejará sin trabajo o nos hará evolucionar hacia la eficiencia? Recientemente se ha publicado un informe en El País que refleja lo que opinamos los españoles sobre el trabajo . Resulta significativo cómo dependiendo de la generación de pertenencia se valora de manera distinta em impacto que tendrá la inteligencia artificial, incrementándose el nivel de temor y desconfianza a medida que se peinan canas… Puesta en marcha del People & Culture Area de GLTH Los equipos de recursos humanos de las organizaciones nos enfrentemos a grandes cambios que suponen retos innumerables siendo necesario un rol mucho más estratégico para acompañar y ayudar a lideres y equipos a afrontar y adaptarse a los nuevos retos. El sector legal no es ajeno a todos estos cambios, por ese motivo, en el marco del Global Legaltech Hub cuyo propósito es visibilizar cómo la industria legal está adoptando la tecnología, es clave crear un espacio en el que hablemos de personas y del futuro del trabajo en el sector legal ya que las herramientas son herramientas, la clave está en como las utilizamos. La clave está en las personas y en avanzar juntos hacia ese futuro lleno de retos, pero también de oportunidades para quien sepa adaptarse. Arranca el People & Culture Area, desde la que se organizarán encuentros abiertos a toda la comunidad legal para debatir y reflexionar sobre diferentes temáticas relacionadas con talento y tecnología. El equipo que vamos a poner a rodar esta iniciativa lo formaremos Beatriz Hernandez, Blanca Rodriguez y Nacho Escobar y esperamos integrar a más profesionales del sector para crear un entorno lo más diverso posible. ¿Te interesa? - Beatriz Hernández, Blanca Rodríguez, Nacho Escobar Líderes del área Culture & People del GLTH #legaltech #talent #future

Agustín Negre, GLTH Latam Chapter Leader & Executive Manager at Alfaro Abogados Generative Artificial Intelligence (AI) is radically altering our workplace, particularly with the accessibility of Large Language Models (LLMs) like OpenAI's ChatGPT. These models, once exclusive to specialists, are now widely available. In the legal domain, AI enhances management tools and judicial processes, indicating how technological accessibility can foster significant advancements. In March 2024, a study titled "Implementing Generative AI in Legal Firms and Legal Departments" was published by the AI Laboratory (UBA IALAB) at the University of Buenos Aires. It highlighted the need for an integrated approach to manage AI tools effectively, showing that proper use can significantly save time and improve efficiency. Need of regulation The immediate success of ChatGPT, with over a million users within a month of its launch, underscored its potential impact and highlighted the need for regulation. Countries like Italy initially blocked ChatGPT's use, later reinstating it with promises of increased transparency and data protection. Other regions, including the EEC, Canada, and the United States, are also investigating the tool’s scope. The OECD and the European Commission have outlined fundamental AI design principles focusing on human rights, transparency, accountability, security, non-discrimination, and societal benefit. The Ibero-American Data Protection Network (RIPDP) warns of the risks associated with using AI services like those developed by OpenAI, L.L.C., including legal bases for data processing, user information, data transfers without consent, age control measures, and data security. The Need for AI Usage Policies Warnings from international entities, along with actions by companies like Amazon, Bank of America, and Verizon banning the use of ChatGPT by employees, underscore the need for clear corporate policies regulating AI tool usage. Large organizations may develop their own generative AI systems, but smaller ones might rely on standardized solutions due to budget constraints. To prevent misuse by employees or business partners, it's crucial for organizations to establish a comprehensive AI Usage Policy. This policy should outline the permitted and prohibited uses of AI, set data management standards respecting privacy and data protection laws, and include processes for handling sensitive personal data and erroneous data outputs. The policy should also define criteria for selecting AI providers and technologies that comply with ethical and legal standards, incorporate these standards into contracts, and provide ongoing training and reviews to ensure policy compliance. An AI misuse reporting channel should be accessible to employees and external users, emphasizing the organization’s commitment to ethical AI use. Continuous education on AI ethics, periodic policy reviews, and open communication channels are essential to adapt to new technological and legislative developments. In conclusion, implementing robust AI usage policies is crucial not only to protect user interests and privacy but also to maximize the benefits of advanced technologies. By doing so, organizations can ensure that AI adoption positively contributes to society and strengthens trust in emerging technologies. | SOURCES The OECD Artificial Intelligence Policy Observatory - OECD.AI "Las autoridades de la Red Iberoamericana de Protección de Datos Personales inician una acción coordinada en relación con el servicio ChatGPT" - Agustín Negre GLTH Latam Chapter Leader & Executive Manager at Alfaro Abogados  www.alfarolaw.com #legaltech #AI #Policy

Both are lawyers and co-founders of LexTranslate, a legal translation company that transcends borders and languages, providing its services to international law firms, entities, courts, companies, multinationals corporations, universities, and European Union institutions. Simonetta has worked as a lawyer in law firms in Milan and Brussels, as well as at the Court of Justice of the EU and the European Commission. Diana, in turn, has also worked as a lawyer in various law firms in Brussels, Milan, and Madrid, as well as at the European Commission. Both join the alliance team in Europe and will lead agreements with law firms, startups, corporations, as well as national and international entities, universities, governments, and hubs. "Simonetta and Diana are professionals with an outstanding track record and remarkable energy, and that is exactly what we need in Alliances: people capable of building bridges throughout the ecosystem," declared Albert Ferré, Vice President and CEO of GLTH. With Simonetta Buccellato and Diana Vaccaro joining the Alliance team, GLTH strengthens its position as a leading entity in the promotion of legaltech across Europe. This year it will engage with several events in Italy, France, the United Kingdom, Estonia, Poland, and Spain. GLTH consolidates its international growth and partnerships with new key players. The expansion of the Alliance team and the forthcoming collaborations in the months ahead will mark a turning point in the history of GLTH. #Legaltech #Alliances #Technology

In a groundbreaking event that exceeded all expectations, the Global Legaltech Hub (GLTH) proudly introduced its new People & Culture Area. Legaltech experts, legal advisors, and talent directors gathered at the Palacio de Santoña in Madrid for this significant occasion Leading the charge in this new venture are Blanca Rodríguez Lainz (CMS Albiñana), Nacho Escobar (Finsolutia), and Beatriz Hernández (Deloitte Legal). Together, they shared invaluable insights into the future of talent and teams in the technological era. The GLTH event tackled pressing issues in talent and technology within the legal sector: legal branding, retention and career paths, multidisciplinary teams, new roles and work methodologies, self-management, identity and evolutionary purpose, and, of course, management 3.0. Once again, the GLTH event distinguished itself with a remarkable presentation. Attendees actively engaged through technology, selecting topics for future People & Culture area events. Blanca Lainz emphasized, "Much is said about rethinking how the technological revolution and AI will impact us. Perhaps it's time to take action. What better way than creating collaborative environments where we learn to build together the future that is already here and evolving at a dizzying pace. A clear challenge for talent areas is to support our teams in everything this revolution demands of them." Adding to the discourse, Beatriz Hernández noted, "We've been observing how technology or innovation-focused profiles are becoming increasingly common in law firms. They will play a progressively significant role in collaborating with various legal departments, not only for their ability to generate new ideas or work methods but also for the value they bring to the client." Nacho Escobar concluded, "The legal profession urgently needs to renovate its image. Many young professionals opting for law, especially those pursuing a second degree, are choosing to begin their careers outside the legal sphere because they perceive it as outdated and traditional, when in fact, it's not anymore." The event received the special support of Albert Corbella, National Leader Spain at Claire Joster: "Claire Joster's commitment to people, the legal sector, and innovation" and reiterated their support for all events promoted by the new area. Meanwhile, Albert Ferré added that "legal technology must focus all its efforts on improving the lives of people and legal professionals". Ferran Sala, GLTH Vice President, reaffirmed, "We must place people at the center of the global legaltech endeavor; otherwise, it wouldn't make sense. This new project aligns with the entity's vision and mission." The GLTH People & Culture area is an inclusive space welcoming all who wish to join and foster community. To this end, the area will host various events throughout the year, as explained by its leaders. #PeopleAndCulture #Talent #Legaltech