File #2825: "2020_Book_LiquidLegal.pdf"
Text
1|Foreword|6
1|Foreword: Start with Reality|8
2|What Is Driving Legal?|9
2|People and Leadership|10
2|Designing Tomorrow´s Legal-The Common Legal Platform (CLP)|12
1|Foreword: Reinventing the Legal Profession to Advance Women in Law|14
1|Foreword: En Route to a Common Legal Platform|16
2|Central vs. Decentral-A Paradigm Shift|18
2|Exchange|18
2|Access|19
2|Neutrality|19
2|Trust|19
2|Technical Structure|19
2|Governance|20
1|Preface: The Liquid Legal Journey Continues|21
1|Designing Tomorrow´s Legal-The Common Legal Platform|23
2|Business-The Tragedy of the Commons|24
2|Law-Regulating the Digital Revolution|24
2|Technology-Standards for Solution Interoperability|25
2|The Common Legal Platform|26
1|Acknowledgments|27
1|About the Editors|28
1|Contents|30
1|List of Contributors|33
1|``Let Me Have Men About Me That Are Fat.´´ Using a Common Legal Platform to Expand the Legal Services Providers´ Pie|35
2|1 Introduction|36
2|2 A Common Legal Platform as a Public Utility|38
2|3 Creating Value and Capturing Value. The Winner Does Not Take It All|42
2|4 Cui Bono? [Who Benefits?]|45
2|5 Conclusion|46
2|References|48
1|What Digital Legal Can Learn from Industrie 4.0 Collaborations|50
2|1 Introduction|52
2|2 The StreetScooter Experience|52
2|3 e.GO, Demonstration Factories, McKinsey Partnerships - And How I Became a Business Development Guy for a While|54
2|4 The Characteristics of Early Industrie 4.0 Collaborations|57
3|4.1 Technology Is a Trigger|58
3|4.2 Hubs Are Key|58
3|4.3 The Right Mix|58
3|4.4 Raising a Baby with Multiple Parents|59
3|4.5 Self-Enhancing Effects Through ``Physical Grounding´´|59
3|4.6 Eagerness to Learn from Each Other|60
3|4.7 Equality and Democratization|61
3|4.8 Organizational Agility and Design Thinking|62
3|4.9 A Feast for Multi- and Interdisciplinarity|62
3|4.10 Reaching Out to the Ones That Stayed at Home|63
2|5 Now: What Can Traditional Legal Learn from Industrie 4.0 Collaborations?|64
3|5.1 Resources, i.e. Capability Building: Go Out and Learn|65
3|5.2 Culture: Building a Legal 4.0 Mindset to Support and Enable Digital Transformation|65
3|5.3 Organization: Transforming Your Role, Your Department and the Way You Work|67
3|5.4 Technology: A Trigger, Again|69
2|6 How Digital Legal Can Learn from Industrie 4.0 Collaborations - Without Having a Production Line|71
1|Lex Automata: Is It Finally Time?|76
2|1 Introduction|77
2|2 The Concept of Automation|78
2|3 Different Areas of Automation|79
3|3.1 Business Process and Workflow Automation|79
3|3.2 Robotic Process Automation|79
3|3.3 Decision Automation|80
3|3.4 Excursus: Machine Learning: What to Automate?|83
2|4 Potential of Legal Automation|85
2|5 A Common Automation Platform as a Driver for Innovation|86
3|5.1 A Common Platform as a Way to Achieve Critical Mass (Bundling Effect)|86
3|5.2 A Common Platform as Enabler and Consolidated Storefront|87
3|5.3 A Common Platform as an Enabler for Automation: Creating a Volume Market|87
2|6 Conclusion|89
2|References|91
1|Artificial Intelligence: Designing a Legal Platform to Prevent and Resolve Legal Problems|93
2|1 Introduction|94
2|2 Traditional Methods: Evolving Tools for Problem-Solving|95
2|3 How Modern Problems Strain Traditional Legal Methods|97
2|4 Strengthening Legal Methods Through New Tools|100
2|5 Meeting the Challenges|101
2|6 Artificial Intelligence|103
3|6.1 Positive Effects of AI|103
4|6.1.1 Reducing Information Costs and Uncertainty|103
4|6.1.2 Increasing Decisional and Managerial Capacities|105
4|6.1.3 Making Visible the Possible Interventions to Prevent Problems|105
3|6.2 Possible Negative Effects of AI|106
4|6.2.1 Equality Concerns|107
4|6.2.2 Normative Concerns: The Conflation of ``Ought´´ with ``Is´´|110
2|7 Conclusion|111
2|References|114
1|Products and Platform as Next Challenges to Legal Service Providers: How Trusted Relationships May Help|116
2|1 Introduction|117
2|2 Concept of Trust|118
3|2.1 Value of Trust in Times of Technological Change|118
3|2.2 Complexity as a Root Cause|119
3|2.3 Trust as a Solution|120
3|2.4 Risk of Trust|120
3|2.5 Other Trust-Related Terms|121
2|3 Trusted Relationship with Lawyers|121
3|3.1 Systemic Trust vs. Personal Trust|121
3|3.2 Legal Subject-Matter Expertise|122
3|3.3 Systemic Trust|122
4|3.3.1 States Under the Rule of Law|122
4|3.3.2 Special Standing of Lawyers as Trusted Persons|123
3|3.4 Personal Trust|123
4|3.4.1 Lack of Trust in Lawyers|123
4|3.4.2 Visibility of High Salary|124
4|3.4.3 Focus on Billable Hours|124
4|3.4.4 Hourly Fees and Business Risk|124
4|3.4.5 Fee Advance Payment|125
4|3.4.6 Lack of Transparency with Fees|125
4|3.4.7 Hollywood|126
2|4 Trust as a Business Model|126
3|4.1 Subject-Matter Expert|127
3|4.2 Consultant (Trusted Expert)|127
3|4.3 Trusted Advisor|127
3|4.4 Consigliere|128
2|5 Trust-Relevant Trends|128
3|5.1 Legal Departments|128
3|5.2 Professional Legal Procurement|129
3|5.3 Specialization|129
3|5.4 Competition|129
3|5.5 Products|129
3|5.6 Platforms|130
3|5.7 Result|130
2|6 Conclusion|131
2|7 Recommendation|131
1|Navigating the Future of In-House Legal|134
2|1 Introduction|135
2|2 For the Times They Are Changin´|136
2|3 You Better Start Swimming: The Legal Incubator|139
3|3.1 The Mission|141
3|3.2 Our `Vision 2025´|142
4|3.2.1 Superfluid|145
4|3.2.2 Swarming|145
4|3.2.3 Atomize|145
4|3.2.4 Evolve|146
4|3.2.5 Memory|146
3|3.3 Technology|147
3|3.4 The Team Aspect|148
3|3.5 Evolution|149
2|4 Set Your Sail|150
3|4.1 Objective|151
3|4.2 Structure and Discipline|151
3|4.3 Diversity|151
3|4.4 Motivation|152
3|4.5 Interaction|152
3|4.6 Guiding Principles|152
2|5 Conclusion|153
2|References|155
1|Is the Common Legal Platform a Wicked Problem?|156
2|1 Introduction|157
2|2 A Common Legal Platform: Does Legal Design Holds the Magic Key?|158
3|2.1 LEGAL DESIGN: A Method for Innovation in the Legal Industry and Its Key Principles|158
4|2.1.1 Design of Legal Services|159
4|2.1.2 Improvement of Legal Products|159
4|2.1.3 Embedded Legal Aspects in Design and Service Development|159
4|2.1.4 Legal Design in the Legal Industry: Intro|160
3|2.2 Why Legal Design Is Relevant Right Now|160
3|2.3 Challenges When Dealing with Automation and Standardization|161
4|2.3.1 Preparation of Data and Processes|161
4|2.3.2 Repetitive Tasks and Standards|161
3|2.4 Crucial Principles of Design Thinking|162
2|3 Is the Common Legal Platform a Wicked Problem?|163
3|3.1 What Kinds of Problems Do We Solve When Doing Legal Design Thinking?|163
2|4 Case Study|168
3|4.1 Introduction|168
3|4.2 The Challenge: New Digital Legal Standards|168
4|4.2.1 Challenge Background|168
4|4.2.2 Challenge Objectives|169
2|5 Research Insights|169
3|5.1 Understanding the Challenge|169
3|5.2 Field Research|172
4|Side Info:|172
3|5.3 Quick Facts About the Field Research|172
2|6 Making Sense of the Process|173
3|6.1 The Extreme Users Strategy|173
3|6.2 Five Points of Discordia|174
2|7 The Bigger Picture|177
2|8 Conclusions|179
3|8.1 What Are the Most Relevant Insights of the Research?|179
3|8.2 How Is the Situation One Year After the Research: Is There Some Change Going On?|179
3|8.3 What Has to Happen to Switch from ``Eat What You Kill´´ to ``Sharing Is Caring´´?|180
3|8.4 Does Legal Design Hold the Key to Change the Mindset of Many Lawyers?|180
2|Appendix|181
2|References|185
1|The Future of Legal Education|187
2|1 Short Critical Look|188
2|2 Guiding Principle?|189
2|3 Part 1: Legal Thinking and Methodology|190
2|4 Part 2: Access to Law and Dispute Resolution|190
2|5 Part 3: Comparative Law and Systems of Law|191
2|6 Part 4: Shaping Law: Setting Law and Rules|192
3|6.1 Setting Standards|193
3|6.2 Drafting Contracts|195
3|6.3 Designing Procedures|196
3|6.4 Designing Law as a Main Focus of Education|196
2|7 Part 5: Designing Digital Products|198
2|8 Part 6: Explaining, Advising, Negotiating and Mediating|200
2|9 Part 7: Implementing a Project|201
2|10 Conclusion|203
1|Digital Leadership|206
2|1 Technology: Why Is the Digital Era Starting Now?|207
3|1.1 Exponential Growth in Computing Technology|208
3|1.2 Current Technologies|209
3|1.3 Emerging and Future Technologies|211
3|1.4 Cybersecurity|212
3|1.5 Exponential Progress|212
2|2 Impact of Technology on the Organization of Work in Corporations|212
3|2.1 Megatrend 1: From Planning to Experimenting|213
3|2.2 Megatrend 2: From Task Silo to Networked Organizations|214
2|3 Digital Leadership|215
3|3.1 Digital Mind-Set|217
3|3.2 Put People at the Center|218
3|3.3 Have Customer Focus: Become a Real Business Partner|219
3|3.4 Provide Vision and Purpose of Your Departments´ Digital Transformation|221
3|3.5 Establish Structure and Working Culture That Is Fit for the Digital Era|222
3|3.6 Welcome Experimenting and Take a Holistic View on Risk|224
3|3.7 Advocate Digital Ethics and Responsibility|226
3|3.8 Apply Legal Tech in a Smart Way|228
3|3.9 Collaboration|229
2|4 Digital Leadership for Lawyers: Summary|230
1|The New Legal Is Agile And It Has a New DNA|234
2|1 A Chat with Jason|235
2|2 A Short Introduction to ``Agile´´|236
2|3 Know Your Challenges|238
2|4 Why ``Scrum´´ and Why ``Kanban´´?|240
3|4.1 The Power of ``Kanban´´|240
4|4.1.1 The Basic Principles of Kanban|240
4|4.1.2 Adopting Kanban: In Digital Mode|241
3|4.2 Let´s Talk ``Scrum´´|242
4|4.2.1 The Basic Principles of Scrum|242
4|4.2.2 Roles in Scrum|243
4|4.2.3 Scrum Mode: And How to Adopt It for Legal|244
3|4.3 Our Final Set-Up|246
2|5 How We Got There: A Workshop Report|246
2|6 Agile: A Boost for Team-Culture-or Vice Versa?|248
2|7 The New Legal Needs a New DNA|250
3|7.1 Collaboration Needs Transparency|250
3|7.2 Transparency Needs Trust|251
3|7.3 Trust Is Based on Authenticity|252
3|7.4 Authenticity Means Vulnerability|253
3|7.5 Vulnerability Must Be Accompanied by Empathy|254
2|8 Conclusion|255
1|The Common Legal Platform Revolution|259
2|1 Vision of a Common Legal Platform|260
2|2 Designing the Common Legal Platform|262
3|2.1 Designing the Architecture of the Common Legal Platform|262
3|2.2 Designing the Network Effects of the Common Legal Platform|264
3|2.3 Designing the Growth of the Common Legal Platform|266
4|2.3.1 Designing Pull Mechanisms|266
4|2.3.2 Designing Interaction Facilitation|268
4|2.3.3 Designing Effective User Matching|268
3|2.4 Designing the Openness of the Common Legal Platform|269
4|2.4.1 Designing Manager and Sponsor Participation|270
4|2.4.2 Designing Developer Participation|272
5|2.4.2.1 Core Developers|272
5|2.4.2.2 Extension Developers|272
5|2.4.2.3 Data Aggregators|273
4|2.4.3 Designing User Participation|274
3|2.5 Designing the Technology of the Common Legal Platform|275
3|2.6 Designing the Evolution of the Common Legal Platform|276
2|3 The Common Legal Platform Revolution|278
3|3.1 Go Big or Go Home|278
3|3.2 Nobody is Safe|279
2|References|282
1|Legal and Contract Innovation in a Corporate Environment: ContractInnovators@Airbus Defence and Space|283
2|1 Introduction and Background|284
3|1.1 Background|285
4|1.1.1 ContractInnovators@Airbus Defence and Space|288
2|2 Literature and Research|291
3|2.1 Literature|291
3|2.2 Research|292
4|2.2.1 9 Criteria of Engagement|293
2|3 Results and Use Case|294
3|3.1 Why Start-Ups?|295
3|3.2 1st Step: Empathise|299
3|3.3 2nd Step: Define the Problem Vision|300
3|3.4 3rd Step: Ideate/Brainstorm|301
3|3.5 4th Step: Prototyping and Testing|303
3|3.6 5th Step: Testing-Iterate|307
2|4 Lessons Learnt: Implications|309
3|4.1 How Did We Communicate During the Project?|309
4|4.1.1 Inside Airbus|309
4|4.1.2 Outside Airbus|310
3|4.2 Closing Remarks and Lessons Learnt|312
2|5 The New Airbus Defence and Space NDA SIMPLE for Start-ups|312
2|References|319
1|AI + EI = Future|321
2|1 Law Firm of the Future with Yesterday´s Lawyers?|323
3|1.1 Where Do We Stand Today: And How Did We Get Here?|323
3|1.2 Legal Technology|324
3|1.3 The Challenge with Legal Tech|326
2|2 Next Generation Lawyer|327
3|2.1 What Is the ``I´´ in AI and EI?|328
3|2.2 Smart Lawyers, Dumb Lawyers|329
3|2.3 EI and Mindfulness|330
2|3 Using Our EI to Enhance AI: Innovation|331
3|3.1 Creating the Future|332
3|3.2 Collaboration|332
3|3.3 Engagement|333
2|4 ``Soft Skills´´ on the Rise!|334
2|References|337
1|Health Compass for Attorneys|339
2|1 Introduction|340
2|2 The Crash: A Case Example|341
2|3 The Starting Situation|342
3|3.1 Birth, Origins and Genetics|343
3|3.2 Diet|345
3|3.3 Social Network|345
3|3.4 Environment|346
3|3.5 Where Attorneys Start|347
3|3.6 The Moral Compass|347
2|4 Deposits and Withdrawals|348
3|4.1 Dreams|348
3|4.2 Important Stages in Life|348
2|5 Interest and Compound Interest|349
3|5.1 The Vegetative Nervous System|349
3|5.2 Interest: Headaches, Upset Tummies and Co.|350
3|5.3 Anxiety|352
3|5.4 Sleep|352
3|5.5 The Compound Interest Effect|353
2|6 The Eagle´s Perspective|354
3|6.1 The Formula for a Healthy Life|354
3|6.2 Weighting and Individuality|356
2|7 Access to Our Health Accounts|356
3|7.1 Body Awareness, QiGong, Meditation|356
3|7.2 Meaning|357
2|8 Foray into the Future|357
3|8.1 Digitization and Artificial Intelligence|358
3|8.2 Climate Change, Demographic Time-Bomb and Urbanization|358
3|8.3 Genetics and Biotechnology|359
3|8.4 Education|359
2|9 Wrapping Things Up|360
2|Appendix|361
2|References|363
1|A Common Legal Platform in the Age of Constant Acceleration|364
2|1 Introduction|365
2|2 Constant Acceleration and Legal Services|366
3|2.1 Accelerating Technological Progress|366
3|2.2 New Products, No Rules: Legislators and Legal Practice Are Increasingly Lagging Behind|367
3|2.3 Decreasing Capacity of the Legal System and Growing Number of Alternatives|369
3|2.4 Individual Human Overstrain|371
2|3 The Core of Providing Legal Services|372
3|3.1 The Attempt of a Definition|372
3|3.2 Legal or Service?|376
2|4 The Possible Role of a Common Legal Platform|377
3|4.1 The Concept of a Common Legal Platform|377
3|4.2 Food for Thought: Some Ideas for a Common Legal Platform to Address|379
4|4.2.1 Standardisation|379
4|4.2.2 Collaboration|380
4|4.2.3 Relaxation of Strict Legal Advice Restrictions|380
4|4.2.4 Prioritization|381
4|4.2.5 Generally Accepted Legal Standards|381
4|4.2.6 Concepts for Accelerated Understanding|382
4|4.2.7 Concepts for Online Dispute Resolution|382
2|References|384
1|How SMEs Can Compete in a Data-Driven Economy Through Collaboration|386
2|1 SMEs as Major Factor for the Economy|387
2|2 The Importance of Data for AI Business Models|387
2|3 Problem: Access to Data for SMEs|389
2|4 Collaboration as a Solution|390
2|5 Coopetition as a Factor for Collaboration|391
2|6 Collaboration and Coopetition in the Data Sharing Models|393
2|7 Conclusion|395
2|References|397
1|Contract Is Code!|398
2|1 Contract Lifecycle Management (CLM) As a Business Process|399
3|1.1 On Arrows and Loops|400
3|1.2 A Flow-Strategy for CLM|401
3|1.3 CLM Use Cases|402
3|1.4 The CLM Process Model|402
2|2 Smart Contracts|405
3|2.1 What Is Smart About Smart Contracts?|406
3|2.2 Business Challenges|407
2|3 Smart Contracting|409
3|3.1 The Trend Towards Enterprise-Wide CLM IT Solutions|410
3|3.2 Automating the CLM Process|410
4|3.2.1 Central Contract Repository|410
4|3.2.2 Template Library|412
4|3.2.3 Tagging, Versioning and Search|412
4|3.2.4 Integration with Contract Request Tool|412
4|3.2.5 Workflow and Notifications|412
4|3.2.6 Assembly|412
4|3.2.7 Query and FAQ|412
4|3.2.8 Collaboration and Redlining|413
4|3.2.9 Approval|413
4|3.2.10 E-Signature|414
4|3.2.11 Right, Obligation and Claim Management|414
4|3.2.12 Change and Renewal|414
4|3.2.13 Operational Reporting|414
4|3.2.14 Cancelation, Expiration, Termination|414
4|3.2.15 Single Contract and Portfolio Analysis|414
2|4 Smart Contracting on a Common Legal Platform|414
2|5 CLM IT Solution Studies and Reports|416
1|Writing It Up Right: Which Document Automation Tool Is Best for Me?|419
2|1 Quick Check: Should I Read This?|420
2|2 Defining Your TOM|421
2|3 Putting the ``Document´´ in Document Automation|422
3|3.1 Identifying the Right Documents for Automation|422
3|3.2 Understanding the Desired Document Output|423
2|4 Defining the Document Automation Process|424
3|4.1 Defining the Template Creation and Amendment Workflow|424
3|4.2 Defining the Document Generation Workflow|426
3|4.3 Defining Status and Access Rights|427
2|5 Unlocking the Hidden Value of Document Automation: Data|427
3|5.1 Identifying Data Sources|427
3|5.2 Leveraging Data Generation|428
3|5.3 Ensuring Data Coherence|428
3|5.4 Ensuring Data Protection|429
2|6 Finding the Right People|430
3|6.1 Defining Roles and Responsibilities|430
3|6.2 Matching the Right Talent to Each Role|430
2|7 Communicating with Your Stakeholders|432
2|8 Making an Informed Vendor Selection|433
2|9 Checklist|434
1|Harmonia Est Discordia Concors: A Little War Story About LegalTech Implementation and Collaboration|437
2|1 Elements of the ``Legal Business Innovation Journey´´|439
2|2 The ``Legal Business Innovation Journey´´: Two Examples|441
2|3 Example of a ``Legal Business Innovation Journey´´ No. 1: Raising Awareness|441
2|4 Example of a ``Legal Business Innovation Journey´´ No. 2: The Grey Eminence|445
2|5 Conclusion|449
1|A Field Report: Practical Insights from Establishing an Innovative Legal Spend Management System at Deutsche Bahn|452
2|1 Objective and Context for a Modern Legal Spend Management|453
2|2 Three Key Findings on the Way to Rethinking Our Legal Spend|454
3|2.1 Understanding and Structuring Our Demand for Outside Legal Services|454
3|2.2 Establishing a Centralised Spend Management Division Within the Legal Department and Collaborating with DB Procurement Dep...|456
3|2.3 Innovation and Digitisation of the Entire DB Retainer Management System|459
2|3 Conclusion and Outlook|462
2|References|464
1|Legal Department 4.0: Operating Model of the Future|466
2|1 Introduction and Inventory: Current State of Legal Departments|467
2|2 Stimulus to Change: Internal and External|468
2|3 Rethinking the Operating Model of the Legal Department|470
3|3.1 Current State of the Legal Department|470
4|3.1.1 Today: Email, Calls und Meetings|470
4|3.1.2 Today: Limited Real Task Management|470
4|3.1.3 Today: Templates and Decentral Contract Depository|470
4|3.1.4 Today: Sub-optimal Sourcing Strategy|471
3|3.2 What the Future Could Look Like|471
4|3.2.1 Technology As an ENABLER|471
4|3.2.2 The Future: Seamless Information Exchange via Collaboration Platforms|472
4|3.2.3 The Future: Analytics and AI|474
4|3.2.4 The Future: Document Automation and Contract Life Cycle Management|475
4|3.2.5 The Future: Flexible and Scalable Resource Mix|476
4|3.2.6 Risks and Opportunities|477
3|3.3 The Future: Legal Operations Platforms|477
4|3.3.1 Point Solutions: Tactical Not Strategic Solution|477
4|3.3.2 Platforms|478
4|3.3.3 The Future: Combining Legal Tech and Legal Managed Services|480
2|4 Conclusion|480
2|References|482
1|Protectability and Enforceability of AI-Generated Inventions|483
2|1 Introduction|484
2|2 AI and Its Role in the Generation of Inventions|484
3|2.1 Definition of AI|484
3|2.2 Generation of Inventions by AI|485
2|3 Current Legal Situation|487
3|3.1 Patentability of AI-Generated Inventions|488
4|3.1.1 Immediate Patentability Under the European Patent Convention and the German Patent Act|488
5|3.1.1.1 Subject-Matter of the Invention|488
5|3.1.1.2 ``Invention´´ and ``Inventive Step´´ As Objective Criteria|489
5|3.1.1.3 Inventorship|490
4|3.1.2 Protection Deduced from AI´s Patent Protection|492
4|3.1.3 Patentability of Specific Types of AI|492
4|3.1.4 Interim Conclusion|493
3|3.2 Other Means of Protection for AI-Generated Inventions|493
3|3.3 Enforceability of AI-Generated Inventions|494
4|3.3.1 (Partial) Activities Abroad Are No Excuse|494
4|3.3.2 Cross-Border Activities Might Belong to German Territory|495
4|3.3.3 Consequences|496
2|4 Innovator´s IP Strategy|497
2|5 Outlook and Capability for a Common Legal Platform|497
2|6 Conclusion|499
2|Reference|501
1|Data Protection 4.0 for Industry 4.0|502
2|1 Introduction: Data Protection 4.0 and Industry 4.0|503
2|2 Data Protection Law Today in Industry 4.0|504
3|2.1 Personal and Non-personal Data|504
3|2.2 Purpose Limitation, Data Minimisation and Big Data|505
3|2.3 Roles and Collaboration|506
2|3 ``Data Protection 4.0´´|507
3|3.1 Scope of Application|507
4|3.1.1 Anonymisation and Pseudonymisation|508
4|3.1.2 Data Ownership Rights|508
3|3.2 Reinterpreted Principles|509
3|3.3 Codes of Conduct|511
3|3.4 A Common Legal Platform|512
2|4 Conclusion|513
2|References|515
1|DAC 6: Developing a Common Notification Platform|516
2|1 Introduction|517
3|1.1 Intermediaries|517
3|1.2 Reportable Cross-Border Arrangements|518
3|1.3 Consequences of Non-Compliance|519
2|2 Practical Issues with DAC 6 Disclosures|519
3|2.1 Different Interpretations of the Directive Exist in the Different EU Member States|519
3|2.2 Effects of DAC 6 on Standard Business|520
3|2.3 Effects of DAC 6 on Bespoke Transactions|521
3|2.4 Issues Around Multiple Intermediaries|523
2|3 Developing a Process for a Transaction Assessment|524
3|3.1 Who Does the Assessment?|525
3|3.2 What Data Is Required for the Assessment?|527
3|3.3 What Might a Process Look Like?|527
2|4 Developing a Common Notification Platform|528
3|4.1 Relationship Between Intermediaries|530
3|4.2 Treatment of Information|530
3|4.3 Technology|531
2|5 Conclusion|533
1|What Does the Digital Revolution Mean for Legal Education?|536
2|1 Legal Education´s Uncharted Sea|537
3|1.1 Legal Education´s Third Pillar|538
3|1.2 A Lawyer Is Someone Who Knows About the Law|539
2|2 What Do Lawyers Need to Know About Technology?|542
3|2.1 Education Is a User Experience|543
3|2.2 Strategic Approach|544
3|2.3 Implementation: Establishing Digital Intuition|545
4|2.3.1 The Digital Framework|545
4|2.3.2 Experiential Learning|545
3|2.4 The Bucerius Experience|546
2|3 What Might a Standard Curriculum Look Like?|547
3|3.1 The Introductory Phase|548
3|3.2 The Landscape Phase|548
2|4 The State of Play in Law Schools and in Practice|549
3|4.1 The Formal Education Landscape|550
3|4.2 Technology-Related Education in Practice|551
3|4.3 The Information Age|552
2|5 Who Should Provide the Training?|554
2|6 Conclusion|555
2|References|557
1|Commoning and Tribes of Competence|559
2|1 The Day After Tomorrow|560
2|2 Today|564
3|2.1 Services/Activities|564
3|2.2 Processes|565
3|2.3 Content|565
3|2.4 Technology|566
4|2.4.1 Blockchain|566
4|2.4.2 Robotic Process Automation (RPA)|567
4|2.4.3 Artificial Intelligence (AI)|567
3|2.5 People|569
4|Ergo: The Liquid Legal Institute e.V.|570
2|3 Tomorrow|571
3|3.1 The Single Person|572
3|3.2 The Tribe|576
3|3.3 The Modern Tribe|576
3|3.4 Tribe of Tribes and the Commoning Framework|577
4|3.4.1 The Commons|578
4|3.4.2 The Groundrules|578
3|3.5 The LLI: An Agile Tribe|579
3|3.6 Ergo: CLP|581
2|References|584
1|Legal Service Platforms: Balancing Commercial and Common Interests|585
2|1 Introduction|586
2|2 Characteristic Features of Platforms in General|587
3|2.1 Commercial Platforms|588
4|2.1.1 Facilitation Platforms|588
4|2.1.2 Audience Makers|589
4|2.1.3 Sharing Economy|590
3|2.2 Common Platforms|590
2|3 The Rise of ``Legal Tech´´ and Legal Service Platforms|591
3|3.1 The Rise of Legal Technology|592
3|3.2 Examples of Legal Platforms|592
4|3.2.1 Marketplaces for Lawyers|593
4|3.2.2 Offering of Single Legal Services|594
4|3.2.3 B2C-Platforms Related to Automated Legal Advice|594
4|3.2.4 Hiring of Legal Workforces|595
4|3.2.5 Alternative Legal Service Providers|595
4|3.2.6 Sharing of Knowledge and E-learning Platforms|595
4|3.2.7 Non-Profit Legal Platforms|596
2|4 Balancing Commercial and Common Interests|596
2|5 The Idea of a Common Legal Platform|598
3|5.1 Collaboration for the Joint Development of Know-How|598
3|5.2 Collaboration for the Exchange of Data for Innovation|599
3|5.3 Possible Service Model and Approaches to Monetization|601
2|References|604
1|Open Source User Foundation: Blueprint for the Common Legal Platform?|605
2|1 Introduction|606
2|2 Approach|607
2|3 Open Source User Foundations|607
3|3.1 Key Properties of an Open Source User Foundation|609
3|3.2 Distinguishing a User Foundation from Other Collaborative Entities|609
2|4 The Issue with the Law|612
2|5 Standardization in Law|614
2|6 Evaluation of the Open Source User Foundation Model as a Potential Basis for the Common Legal Platform|616
3|6.1 Insufficiency of Typical Standardization Bodies|616
3|6.2 Specific View on User Foundations|617
2|7 Success Factors and the Actual Setup of the Common Legal Platform as a User Foundation|618
3|7.1 Success Factors|621
3|7.2 Starting Point|622
3|7.3 Culture and Motivation|624
3|7.4 Openness|624
3|7.5 Infrastructure|625
3|7.6 A Possible Governance Structure|625
3|7.7 Financing|627
3|7.8 Legal Structure and Considerations|627
2|8 Conclusion|628
2|References|630
1|Foreword: Start with Reality|8
2|What Is Driving Legal?|9
2|People and Leadership|10
2|Designing Tomorrow´s Legal-The Common Legal Platform (CLP)|12
1|Foreword: Reinventing the Legal Profession to Advance Women in Law|14
1|Foreword: En Route to a Common Legal Platform|16
2|Central vs. Decentral-A Paradigm Shift|18
2|Exchange|18
2|Access|19
2|Neutrality|19
2|Trust|19
2|Technical Structure|19
2|Governance|20
1|Preface: The Liquid Legal Journey Continues|21
1|Designing Tomorrow´s Legal-The Common Legal Platform|23
2|Business-The Tragedy of the Commons|24
2|Law-Regulating the Digital Revolution|24
2|Technology-Standards for Solution Interoperability|25
2|The Common Legal Platform|26
1|Acknowledgments|27
1|About the Editors|28
1|Contents|30
1|List of Contributors|33
1|``Let Me Have Men About Me That Are Fat.´´ Using a Common Legal Platform to Expand the Legal Services Providers´ Pie|35
2|1 Introduction|36
2|2 A Common Legal Platform as a Public Utility|38
2|3 Creating Value and Capturing Value. The Winner Does Not Take It All|42
2|4 Cui Bono? [Who Benefits?]|45
2|5 Conclusion|46
2|References|48
1|What Digital Legal Can Learn from Industrie 4.0 Collaborations|50
2|1 Introduction|52
2|2 The StreetScooter Experience|52
2|3 e.GO, Demonstration Factories, McKinsey Partnerships - And How I Became a Business Development Guy for a While|54
2|4 The Characteristics of Early Industrie 4.0 Collaborations|57
3|4.1 Technology Is a Trigger|58
3|4.2 Hubs Are Key|58
3|4.3 The Right Mix|58
3|4.4 Raising a Baby with Multiple Parents|59
3|4.5 Self-Enhancing Effects Through ``Physical Grounding´´|59
3|4.6 Eagerness to Learn from Each Other|60
3|4.7 Equality and Democratization|61
3|4.8 Organizational Agility and Design Thinking|62
3|4.9 A Feast for Multi- and Interdisciplinarity|62
3|4.10 Reaching Out to the Ones That Stayed at Home|63
2|5 Now: What Can Traditional Legal Learn from Industrie 4.0 Collaborations?|64
3|5.1 Resources, i.e. Capability Building: Go Out and Learn|65
3|5.2 Culture: Building a Legal 4.0 Mindset to Support and Enable Digital Transformation|65
3|5.3 Organization: Transforming Your Role, Your Department and the Way You Work|67
3|5.4 Technology: A Trigger, Again|69
2|6 How Digital Legal Can Learn from Industrie 4.0 Collaborations - Without Having a Production Line|71
1|Lex Automata: Is It Finally Time?|76
2|1 Introduction|77
2|2 The Concept of Automation|78
2|3 Different Areas of Automation|79
3|3.1 Business Process and Workflow Automation|79
3|3.2 Robotic Process Automation|79
3|3.3 Decision Automation|80
3|3.4 Excursus: Machine Learning: What to Automate?|83
2|4 Potential of Legal Automation|85
2|5 A Common Automation Platform as a Driver for Innovation|86
3|5.1 A Common Platform as a Way to Achieve Critical Mass (Bundling Effect)|86
3|5.2 A Common Platform as Enabler and Consolidated Storefront|87
3|5.3 A Common Platform as an Enabler for Automation: Creating a Volume Market|87
2|6 Conclusion|89
2|References|91
1|Artificial Intelligence: Designing a Legal Platform to Prevent and Resolve Legal Problems|93
2|1 Introduction|94
2|2 Traditional Methods: Evolving Tools for Problem-Solving|95
2|3 How Modern Problems Strain Traditional Legal Methods|97
2|4 Strengthening Legal Methods Through New Tools|100
2|5 Meeting the Challenges|101
2|6 Artificial Intelligence|103
3|6.1 Positive Effects of AI|103
4|6.1.1 Reducing Information Costs and Uncertainty|103
4|6.1.2 Increasing Decisional and Managerial Capacities|105
4|6.1.3 Making Visible the Possible Interventions to Prevent Problems|105
3|6.2 Possible Negative Effects of AI|106
4|6.2.1 Equality Concerns|107
4|6.2.2 Normative Concerns: The Conflation of ``Ought´´ with ``Is´´|110
2|7 Conclusion|111
2|References|114
1|Products and Platform as Next Challenges to Legal Service Providers: How Trusted Relationships May Help|116
2|1 Introduction|117
2|2 Concept of Trust|118
3|2.1 Value of Trust in Times of Technological Change|118
3|2.2 Complexity as a Root Cause|119
3|2.3 Trust as a Solution|120
3|2.4 Risk of Trust|120
3|2.5 Other Trust-Related Terms|121
2|3 Trusted Relationship with Lawyers|121
3|3.1 Systemic Trust vs. Personal Trust|121
3|3.2 Legal Subject-Matter Expertise|122
3|3.3 Systemic Trust|122
4|3.3.1 States Under the Rule of Law|122
4|3.3.2 Special Standing of Lawyers as Trusted Persons|123
3|3.4 Personal Trust|123
4|3.4.1 Lack of Trust in Lawyers|123
4|3.4.2 Visibility of High Salary|124
4|3.4.3 Focus on Billable Hours|124
4|3.4.4 Hourly Fees and Business Risk|124
4|3.4.5 Fee Advance Payment|125
4|3.4.6 Lack of Transparency with Fees|125
4|3.4.7 Hollywood|126
2|4 Trust as a Business Model|126
3|4.1 Subject-Matter Expert|127
3|4.2 Consultant (Trusted Expert)|127
3|4.3 Trusted Advisor|127
3|4.4 Consigliere|128
2|5 Trust-Relevant Trends|128
3|5.1 Legal Departments|128
3|5.2 Professional Legal Procurement|129
3|5.3 Specialization|129
3|5.4 Competition|129
3|5.5 Products|129
3|5.6 Platforms|130
3|5.7 Result|130
2|6 Conclusion|131
2|7 Recommendation|131
1|Navigating the Future of In-House Legal|134
2|1 Introduction|135
2|2 For the Times They Are Changin´|136
2|3 You Better Start Swimming: The Legal Incubator|139
3|3.1 The Mission|141
3|3.2 Our `Vision 2025´|142
4|3.2.1 Superfluid|145
4|3.2.2 Swarming|145
4|3.2.3 Atomize|145
4|3.2.4 Evolve|146
4|3.2.5 Memory|146
3|3.3 Technology|147
3|3.4 The Team Aspect|148
3|3.5 Evolution|149
2|4 Set Your Sail|150
3|4.1 Objective|151
3|4.2 Structure and Discipline|151
3|4.3 Diversity|151
3|4.4 Motivation|152
3|4.5 Interaction|152
3|4.6 Guiding Principles|152
2|5 Conclusion|153
2|References|155
1|Is the Common Legal Platform a Wicked Problem?|156
2|1 Introduction|157
2|2 A Common Legal Platform: Does Legal Design Holds the Magic Key?|158
3|2.1 LEGAL DESIGN: A Method for Innovation in the Legal Industry and Its Key Principles|158
4|2.1.1 Design of Legal Services|159
4|2.1.2 Improvement of Legal Products|159
4|2.1.3 Embedded Legal Aspects in Design and Service Development|159
4|2.1.4 Legal Design in the Legal Industry: Intro|160
3|2.2 Why Legal Design Is Relevant Right Now|160
3|2.3 Challenges When Dealing with Automation and Standardization|161
4|2.3.1 Preparation of Data and Processes|161
4|2.3.2 Repetitive Tasks and Standards|161
3|2.4 Crucial Principles of Design Thinking|162
2|3 Is the Common Legal Platform a Wicked Problem?|163
3|3.1 What Kinds of Problems Do We Solve When Doing Legal Design Thinking?|163
2|4 Case Study|168
3|4.1 Introduction|168
3|4.2 The Challenge: New Digital Legal Standards|168
4|4.2.1 Challenge Background|168
4|4.2.2 Challenge Objectives|169
2|5 Research Insights|169
3|5.1 Understanding the Challenge|169
3|5.2 Field Research|172
4|Side Info:|172
3|5.3 Quick Facts About the Field Research|172
2|6 Making Sense of the Process|173
3|6.1 The Extreme Users Strategy|173
3|6.2 Five Points of Discordia|174
2|7 The Bigger Picture|177
2|8 Conclusions|179
3|8.1 What Are the Most Relevant Insights of the Research?|179
3|8.2 How Is the Situation One Year After the Research: Is There Some Change Going On?|179
3|8.3 What Has to Happen to Switch from ``Eat What You Kill´´ to ``Sharing Is Caring´´?|180
3|8.4 Does Legal Design Hold the Key to Change the Mindset of Many Lawyers?|180
2|Appendix|181
2|References|185
1|The Future of Legal Education|187
2|1 Short Critical Look|188
2|2 Guiding Principle?|189
2|3 Part 1: Legal Thinking and Methodology|190
2|4 Part 2: Access to Law and Dispute Resolution|190
2|5 Part 3: Comparative Law and Systems of Law|191
2|6 Part 4: Shaping Law: Setting Law and Rules|192
3|6.1 Setting Standards|193
3|6.2 Drafting Contracts|195
3|6.3 Designing Procedures|196
3|6.4 Designing Law as a Main Focus of Education|196
2|7 Part 5: Designing Digital Products|198
2|8 Part 6: Explaining, Advising, Negotiating and Mediating|200
2|9 Part 7: Implementing a Project|201
2|10 Conclusion|203
1|Digital Leadership|206
2|1 Technology: Why Is the Digital Era Starting Now?|207
3|1.1 Exponential Growth in Computing Technology|208
3|1.2 Current Technologies|209
3|1.3 Emerging and Future Technologies|211
3|1.4 Cybersecurity|212
3|1.5 Exponential Progress|212
2|2 Impact of Technology on the Organization of Work in Corporations|212
3|2.1 Megatrend 1: From Planning to Experimenting|213
3|2.2 Megatrend 2: From Task Silo to Networked Organizations|214
2|3 Digital Leadership|215
3|3.1 Digital Mind-Set|217
3|3.2 Put People at the Center|218
3|3.3 Have Customer Focus: Become a Real Business Partner|219
3|3.4 Provide Vision and Purpose of Your Departments´ Digital Transformation|221
3|3.5 Establish Structure and Working Culture That Is Fit for the Digital Era|222
3|3.6 Welcome Experimenting and Take a Holistic View on Risk|224
3|3.7 Advocate Digital Ethics and Responsibility|226
3|3.8 Apply Legal Tech in a Smart Way|228
3|3.9 Collaboration|229
2|4 Digital Leadership for Lawyers: Summary|230
1|The New Legal Is Agile And It Has a New DNA|234
2|1 A Chat with Jason|235
2|2 A Short Introduction to ``Agile´´|236
2|3 Know Your Challenges|238
2|4 Why ``Scrum´´ and Why ``Kanban´´?|240
3|4.1 The Power of ``Kanban´´|240
4|4.1.1 The Basic Principles of Kanban|240
4|4.1.2 Adopting Kanban: In Digital Mode|241
3|4.2 Let´s Talk ``Scrum´´|242
4|4.2.1 The Basic Principles of Scrum|242
4|4.2.2 Roles in Scrum|243
4|4.2.3 Scrum Mode: And How to Adopt It for Legal|244
3|4.3 Our Final Set-Up|246
2|5 How We Got There: A Workshop Report|246
2|6 Agile: A Boost for Team-Culture-or Vice Versa?|248
2|7 The New Legal Needs a New DNA|250
3|7.1 Collaboration Needs Transparency|250
3|7.2 Transparency Needs Trust|251
3|7.3 Trust Is Based on Authenticity|252
3|7.4 Authenticity Means Vulnerability|253
3|7.5 Vulnerability Must Be Accompanied by Empathy|254
2|8 Conclusion|255
1|The Common Legal Platform Revolution|259
2|1 Vision of a Common Legal Platform|260
2|2 Designing the Common Legal Platform|262
3|2.1 Designing the Architecture of the Common Legal Platform|262
3|2.2 Designing the Network Effects of the Common Legal Platform|264
3|2.3 Designing the Growth of the Common Legal Platform|266
4|2.3.1 Designing Pull Mechanisms|266
4|2.3.2 Designing Interaction Facilitation|268
4|2.3.3 Designing Effective User Matching|268
3|2.4 Designing the Openness of the Common Legal Platform|269
4|2.4.1 Designing Manager and Sponsor Participation|270
4|2.4.2 Designing Developer Participation|272
5|2.4.2.1 Core Developers|272
5|2.4.2.2 Extension Developers|272
5|2.4.2.3 Data Aggregators|273
4|2.4.3 Designing User Participation|274
3|2.5 Designing the Technology of the Common Legal Platform|275
3|2.6 Designing the Evolution of the Common Legal Platform|276
2|3 The Common Legal Platform Revolution|278
3|3.1 Go Big or Go Home|278
3|3.2 Nobody is Safe|279
2|References|282
1|Legal and Contract Innovation in a Corporate Environment: ContractInnovators@Airbus Defence and Space|283
2|1 Introduction and Background|284
3|1.1 Background|285
4|1.1.1 ContractInnovators@Airbus Defence and Space|288
2|2 Literature and Research|291
3|2.1 Literature|291
3|2.2 Research|292
4|2.2.1 9 Criteria of Engagement|293
2|3 Results and Use Case|294
3|3.1 Why Start-Ups?|295
3|3.2 1st Step: Empathise|299
3|3.3 2nd Step: Define the Problem Vision|300
3|3.4 3rd Step: Ideate/Brainstorm|301
3|3.5 4th Step: Prototyping and Testing|303
3|3.6 5th Step: Testing-Iterate|307
2|4 Lessons Learnt: Implications|309
3|4.1 How Did We Communicate During the Project?|309
4|4.1.1 Inside Airbus|309
4|4.1.2 Outside Airbus|310
3|4.2 Closing Remarks and Lessons Learnt|312
2|5 The New Airbus Defence and Space NDA SIMPLE for Start-ups|312
2|References|319
1|AI + EI = Future|321
2|1 Law Firm of the Future with Yesterday´s Lawyers?|323
3|1.1 Where Do We Stand Today: And How Did We Get Here?|323
3|1.2 Legal Technology|324
3|1.3 The Challenge with Legal Tech|326
2|2 Next Generation Lawyer|327
3|2.1 What Is the ``I´´ in AI and EI?|328
3|2.2 Smart Lawyers, Dumb Lawyers|329
3|2.3 EI and Mindfulness|330
2|3 Using Our EI to Enhance AI: Innovation|331
3|3.1 Creating the Future|332
3|3.2 Collaboration|332
3|3.3 Engagement|333
2|4 ``Soft Skills´´ on the Rise!|334
2|References|337
1|Health Compass for Attorneys|339
2|1 Introduction|340
2|2 The Crash: A Case Example|341
2|3 The Starting Situation|342
3|3.1 Birth, Origins and Genetics|343
3|3.2 Diet|345
3|3.3 Social Network|345
3|3.4 Environment|346
3|3.5 Where Attorneys Start|347
3|3.6 The Moral Compass|347
2|4 Deposits and Withdrawals|348
3|4.1 Dreams|348
3|4.2 Important Stages in Life|348
2|5 Interest and Compound Interest|349
3|5.1 The Vegetative Nervous System|349
3|5.2 Interest: Headaches, Upset Tummies and Co.|350
3|5.3 Anxiety|352
3|5.4 Sleep|352
3|5.5 The Compound Interest Effect|353
2|6 The Eagle´s Perspective|354
3|6.1 The Formula for a Healthy Life|354
3|6.2 Weighting and Individuality|356
2|7 Access to Our Health Accounts|356
3|7.1 Body Awareness, QiGong, Meditation|356
3|7.2 Meaning|357
2|8 Foray into the Future|357
3|8.1 Digitization and Artificial Intelligence|358
3|8.2 Climate Change, Demographic Time-Bomb and Urbanization|358
3|8.3 Genetics and Biotechnology|359
3|8.4 Education|359
2|9 Wrapping Things Up|360
2|Appendix|361
2|References|363
1|A Common Legal Platform in the Age of Constant Acceleration|364
2|1 Introduction|365
2|2 Constant Acceleration and Legal Services|366
3|2.1 Accelerating Technological Progress|366
3|2.2 New Products, No Rules: Legislators and Legal Practice Are Increasingly Lagging Behind|367
3|2.3 Decreasing Capacity of the Legal System and Growing Number of Alternatives|369
3|2.4 Individual Human Overstrain|371
2|3 The Core of Providing Legal Services|372
3|3.1 The Attempt of a Definition|372
3|3.2 Legal or Service?|376
2|4 The Possible Role of a Common Legal Platform|377
3|4.1 The Concept of a Common Legal Platform|377
3|4.2 Food for Thought: Some Ideas for a Common Legal Platform to Address|379
4|4.2.1 Standardisation|379
4|4.2.2 Collaboration|380
4|4.2.3 Relaxation of Strict Legal Advice Restrictions|380
4|4.2.4 Prioritization|381
4|4.2.5 Generally Accepted Legal Standards|381
4|4.2.6 Concepts for Accelerated Understanding|382
4|4.2.7 Concepts for Online Dispute Resolution|382
2|References|384
1|How SMEs Can Compete in a Data-Driven Economy Through Collaboration|386
2|1 SMEs as Major Factor for the Economy|387
2|2 The Importance of Data for AI Business Models|387
2|3 Problem: Access to Data for SMEs|389
2|4 Collaboration as a Solution|390
2|5 Coopetition as a Factor for Collaboration|391
2|6 Collaboration and Coopetition in the Data Sharing Models|393
2|7 Conclusion|395
2|References|397
1|Contract Is Code!|398
2|1 Contract Lifecycle Management (CLM) As a Business Process|399
3|1.1 On Arrows and Loops|400
3|1.2 A Flow-Strategy for CLM|401
3|1.3 CLM Use Cases|402
3|1.4 The CLM Process Model|402
2|2 Smart Contracts|405
3|2.1 What Is Smart About Smart Contracts?|406
3|2.2 Business Challenges|407
2|3 Smart Contracting|409
3|3.1 The Trend Towards Enterprise-Wide CLM IT Solutions|410
3|3.2 Automating the CLM Process|410
4|3.2.1 Central Contract Repository|410
4|3.2.2 Template Library|412
4|3.2.3 Tagging, Versioning and Search|412
4|3.2.4 Integration with Contract Request Tool|412
4|3.2.5 Workflow and Notifications|412
4|3.2.6 Assembly|412
4|3.2.7 Query and FAQ|412
4|3.2.8 Collaboration and Redlining|413
4|3.2.9 Approval|413
4|3.2.10 E-Signature|414
4|3.2.11 Right, Obligation and Claim Management|414
4|3.2.12 Change and Renewal|414
4|3.2.13 Operational Reporting|414
4|3.2.14 Cancelation, Expiration, Termination|414
4|3.2.15 Single Contract and Portfolio Analysis|414
2|4 Smart Contracting on a Common Legal Platform|414
2|5 CLM IT Solution Studies and Reports|416
1|Writing It Up Right: Which Document Automation Tool Is Best for Me?|419
2|1 Quick Check: Should I Read This?|420
2|2 Defining Your TOM|421
2|3 Putting the ``Document´´ in Document Automation|422
3|3.1 Identifying the Right Documents for Automation|422
3|3.2 Understanding the Desired Document Output|423
2|4 Defining the Document Automation Process|424
3|4.1 Defining the Template Creation and Amendment Workflow|424
3|4.2 Defining the Document Generation Workflow|426
3|4.3 Defining Status and Access Rights|427
2|5 Unlocking the Hidden Value of Document Automation: Data|427
3|5.1 Identifying Data Sources|427
3|5.2 Leveraging Data Generation|428
3|5.3 Ensuring Data Coherence|428
3|5.4 Ensuring Data Protection|429
2|6 Finding the Right People|430
3|6.1 Defining Roles and Responsibilities|430
3|6.2 Matching the Right Talent to Each Role|430
2|7 Communicating with Your Stakeholders|432
2|8 Making an Informed Vendor Selection|433
2|9 Checklist|434
1|Harmonia Est Discordia Concors: A Little War Story About LegalTech Implementation and Collaboration|437
2|1 Elements of the ``Legal Business Innovation Journey´´|439
2|2 The ``Legal Business Innovation Journey´´: Two Examples|441
2|3 Example of a ``Legal Business Innovation Journey´´ No. 1: Raising Awareness|441
2|4 Example of a ``Legal Business Innovation Journey´´ No. 2: The Grey Eminence|445
2|5 Conclusion|449
1|A Field Report: Practical Insights from Establishing an Innovative Legal Spend Management System at Deutsche Bahn|452
2|1 Objective and Context for a Modern Legal Spend Management|453
2|2 Three Key Findings on the Way to Rethinking Our Legal Spend|454
3|2.1 Understanding and Structuring Our Demand for Outside Legal Services|454
3|2.2 Establishing a Centralised Spend Management Division Within the Legal Department and Collaborating with DB Procurement Dep...|456
3|2.3 Innovation and Digitisation of the Entire DB Retainer Management System|459
2|3 Conclusion and Outlook|462
2|References|464
1|Legal Department 4.0: Operating Model of the Future|466
2|1 Introduction and Inventory: Current State of Legal Departments|467
2|2 Stimulus to Change: Internal and External|468
2|3 Rethinking the Operating Model of the Legal Department|470
3|3.1 Current State of the Legal Department|470
4|3.1.1 Today: Email, Calls und Meetings|470
4|3.1.2 Today: Limited Real Task Management|470
4|3.1.3 Today: Templates and Decentral Contract Depository|470
4|3.1.4 Today: Sub-optimal Sourcing Strategy|471
3|3.2 What the Future Could Look Like|471
4|3.2.1 Technology As an ENABLER|471
4|3.2.2 The Future: Seamless Information Exchange via Collaboration Platforms|472
4|3.2.3 The Future: Analytics and AI|474
4|3.2.4 The Future: Document Automation and Contract Life Cycle Management|475
4|3.2.5 The Future: Flexible and Scalable Resource Mix|476
4|3.2.6 Risks and Opportunities|477
3|3.3 The Future: Legal Operations Platforms|477
4|3.3.1 Point Solutions: Tactical Not Strategic Solution|477
4|3.3.2 Platforms|478
4|3.3.3 The Future: Combining Legal Tech and Legal Managed Services|480
2|4 Conclusion|480
2|References|482
1|Protectability and Enforceability of AI-Generated Inventions|483
2|1 Introduction|484
2|2 AI and Its Role in the Generation of Inventions|484
3|2.1 Definition of AI|484
3|2.2 Generation of Inventions by AI|485
2|3 Current Legal Situation|487
3|3.1 Patentability of AI-Generated Inventions|488
4|3.1.1 Immediate Patentability Under the European Patent Convention and the German Patent Act|488
5|3.1.1.1 Subject-Matter of the Invention|488
5|3.1.1.2 ``Invention´´ and ``Inventive Step´´ As Objective Criteria|489
5|3.1.1.3 Inventorship|490
4|3.1.2 Protection Deduced from AI´s Patent Protection|492
4|3.1.3 Patentability of Specific Types of AI|492
4|3.1.4 Interim Conclusion|493
3|3.2 Other Means of Protection for AI-Generated Inventions|493
3|3.3 Enforceability of AI-Generated Inventions|494
4|3.3.1 (Partial) Activities Abroad Are No Excuse|494
4|3.3.2 Cross-Border Activities Might Belong to German Territory|495
4|3.3.3 Consequences|496
2|4 Innovator´s IP Strategy|497
2|5 Outlook and Capability for a Common Legal Platform|497
2|6 Conclusion|499
2|Reference|501
1|Data Protection 4.0 for Industry 4.0|502
2|1 Introduction: Data Protection 4.0 and Industry 4.0|503
2|2 Data Protection Law Today in Industry 4.0|504
3|2.1 Personal and Non-personal Data|504
3|2.2 Purpose Limitation, Data Minimisation and Big Data|505
3|2.3 Roles and Collaboration|506
2|3 ``Data Protection 4.0´´|507
3|3.1 Scope of Application|507
4|3.1.1 Anonymisation and Pseudonymisation|508
4|3.1.2 Data Ownership Rights|508
3|3.2 Reinterpreted Principles|509
3|3.3 Codes of Conduct|511
3|3.4 A Common Legal Platform|512
2|4 Conclusion|513
2|References|515
1|DAC 6: Developing a Common Notification Platform|516
2|1 Introduction|517
3|1.1 Intermediaries|517
3|1.2 Reportable Cross-Border Arrangements|518
3|1.3 Consequences of Non-Compliance|519
2|2 Practical Issues with DAC 6 Disclosures|519
3|2.1 Different Interpretations of the Directive Exist in the Different EU Member States|519
3|2.2 Effects of DAC 6 on Standard Business|520
3|2.3 Effects of DAC 6 on Bespoke Transactions|521
3|2.4 Issues Around Multiple Intermediaries|523
2|3 Developing a Process for a Transaction Assessment|524
3|3.1 Who Does the Assessment?|525
3|3.2 What Data Is Required for the Assessment?|527
3|3.3 What Might a Process Look Like?|527
2|4 Developing a Common Notification Platform|528
3|4.1 Relationship Between Intermediaries|530
3|4.2 Treatment of Information|530
3|4.3 Technology|531
2|5 Conclusion|533
1|What Does the Digital Revolution Mean for Legal Education?|536
2|1 Legal Education´s Uncharted Sea|537
3|1.1 Legal Education´s Third Pillar|538
3|1.2 A Lawyer Is Someone Who Knows About the Law|539
2|2 What Do Lawyers Need to Know About Technology?|542
3|2.1 Education Is a User Experience|543
3|2.2 Strategic Approach|544
3|2.3 Implementation: Establishing Digital Intuition|545
4|2.3.1 The Digital Framework|545
4|2.3.2 Experiential Learning|545
3|2.4 The Bucerius Experience|546
2|3 What Might a Standard Curriculum Look Like?|547
3|3.1 The Introductory Phase|548
3|3.2 The Landscape Phase|548
2|4 The State of Play in Law Schools and in Practice|549
3|4.1 The Formal Education Landscape|550
3|4.2 Technology-Related Education in Practice|551
3|4.3 The Information Age|552
2|5 Who Should Provide the Training?|554
2|6 Conclusion|555
2|References|557
1|Commoning and Tribes of Competence|559
2|1 The Day After Tomorrow|560
2|2 Today|564
3|2.1 Services/Activities|564
3|2.2 Processes|565
3|2.3 Content|565
3|2.4 Technology|566
4|2.4.1 Blockchain|566
4|2.4.2 Robotic Process Automation (RPA)|567
4|2.4.3 Artificial Intelligence (AI)|567
3|2.5 People|569
4|Ergo: The Liquid Legal Institute e.V.|570
2|3 Tomorrow|571
3|3.1 The Single Person|572
3|3.2 The Tribe|576
3|3.3 The Modern Tribe|576
3|3.4 Tribe of Tribes and the Commoning Framework|577
4|3.4.1 The Commons|578
4|3.4.2 The Groundrules|578
3|3.5 The LLI: An Agile Tribe|579
3|3.6 Ergo: CLP|581
2|References|584
1|Legal Service Platforms: Balancing Commercial and Common Interests|585
2|1 Introduction|586
2|2 Characteristic Features of Platforms in General|587
3|2.1 Commercial Platforms|588
4|2.1.1 Facilitation Platforms|588
4|2.1.2 Audience Makers|589
4|2.1.3 Sharing Economy|590
3|2.2 Common Platforms|590
2|3 The Rise of ``Legal Tech´´ and Legal Service Platforms|591
3|3.1 The Rise of Legal Technology|592
3|3.2 Examples of Legal Platforms|592
4|3.2.1 Marketplaces for Lawyers|593
4|3.2.2 Offering of Single Legal Services|594
4|3.2.3 B2C-Platforms Related to Automated Legal Advice|594
4|3.2.4 Hiring of Legal Workforces|595
4|3.2.5 Alternative Legal Service Providers|595
4|3.2.6 Sharing of Knowledge and E-learning Platforms|595
4|3.2.7 Non-Profit Legal Platforms|596
2|4 Balancing Commercial and Common Interests|596
2|5 The Idea of a Common Legal Platform|598
3|5.1 Collaboration for the Joint Development of Know-How|598
3|5.2 Collaboration for the Exchange of Data for Innovation|599
3|5.3 Possible Service Model and Approaches to Monetization|601
2|References|604
1|Open Source User Foundation: Blueprint for the Common Legal Platform?|605
2|1 Introduction|606
2|2 Approach|607
2|3 Open Source User Foundations|607
3|3.1 Key Properties of an Open Source User Foundation|609
3|3.2 Distinguishing a User Foundation from Other Collaborative Entities|609
2|4 The Issue with the Law|612
2|5 Standardization in Law|614
2|6 Evaluation of the Open Source User Foundation Model as a Potential Basis for the Common Legal Platform|616
3|6.1 Insufficiency of Typical Standardization Bodies|616
3|6.2 Specific View on User Foundations|617
2|7 Success Factors and the Actual Setup of the Common Legal Platform as a User Foundation|618
3|7.1 Success Factors|621
3|7.2 Starting Point|622
3|7.3 Culture and Motivation|624
3|7.4 Openness|624
3|7.5 Infrastructure|625
3|7.6 A Possible Governance Structure|625
3|7.7 Financing|627
3|7.8 Legal Structure and Considerations|627
2|8 Conclusion|628
2|References|630