With more than 80 educational sessions, a bustling exhibit hall, and 4,500 attendees, ILTACON 2025 offered endless opportunities to learn from and connect with the world’s leading legal technology experts.
Insights from ILTACON: AI is taking off, but where will it land?
At Legalweek in late March, we wrote about how AI was everywhere—on booth backdrops, in marketing materials, and across session presentations and keynote addresses. Just five months later at ILTACON 2025, AI’s presence was just as strong. But this time, the tone was different.
Rather than focusing only on possibilities, most legal professionals were sharing how they are actively piloting and deploying AI-enhanced technology in their firms. Education, training, workflows, and practical use cases drove the bulk of conversations.
As we noted last December, based on research from Ari Kaplan Advisors, there’s a sense of urgency to adopt AI this year. That urgency was palpable at ILTACON, where our team packed in as many sessions as possible, exchanged insights with top experts, and met with some of the most innovative law firms in the world.
One of the highlights was the Wednesday Keynote, where thought leader Reena SenGupta painted an inspiring picture of the sustainable, AI-infused law firm of the future.
Here’s what we learned from this year’s event:
7 essential takeaways from ILTACON 2025
Before heading home, our team compared notes from the week’s sessions and conversations. We distilled them into seven key takeaways:
1. Establishing and reinforcing AI foundations is an ongoing objective
Behind every AI initiative is the less glamorous—but absolutely essential—work of governance, policy, and user readiness.
Across the sessions we attended, it was clear that law firms are investing heavily in building and refining the foundations that make AI adoption possible. This includes firm-wide AI strategy guidance, governance frameworks, and policies that evolve as the technology advances.
Equally important is ongoing education—helping users manage risk, build confidence, and develop the skills needed to stay competitive. ILTACON conversations repeatedly came back to the need for transparency, responsible use, and frameworks that maintain human oversight while embracing automation.
2. AI adoption is miles wide, but a foot deep
Nearly every firm is experimenting with AI, but most are still in the early stages of tapping its full potential.
The majority of firms we spoke with are already using AI to accelerate routine tasks like document summarization, and they are seeing real benefits. Still, only a handful have ventured into higher-value use cases.
The most forward-looking firms are beginning to apply AI to labor-intensive tasks such as chronology building, deposition preparation, witness profiling, and even case strategy. For many, it’s still a matter of experimenting with different tools and finding the right fit. As AI integrations become more embedded in the trusted platforms teams already use, we expect much broader adoption of these high-value applications by next year.
3. AI solutions for case strategy will give lawyers an advantage
The conversation is shifting from hype to tangible value—especially in litigation.
Several sessions highlighted how AI is moving beyond review tasks to support higher-level strategic work. Lawyers are exploring AI to develop case narratives, prepare witnesses, generate lines of inquiry, map out orders of proof, and more.
The consensus: solutions that can query all core case documents together—and use those insights to build more powerful stories and arguments—will define the next phase of AI in litigation and deliver a real competitive edge.
4. AI is most valuable when it enhances trusted platforms
Firms want innovation from the solutions they already trust—not risky experiments or retrofitted add-ons.
Discussions at ILTACON made it clear: while the market is full of AI-enhanced offerings, firms prefer to see AI built into the technology they already rely on. That trust—earned over years—matters far more than flashy new tools or legacy systems tacking on AI features after the fact.
5. Value is evident, but measuring ROI on AI is challenging
Firms know AI delivers value, but proving it on paper remains a sticking point.
Clients are pushing firms to adopt technology, and law firms are spending more than ever on legal tech as a result. But measuring the true ROI of these investments—especially with AI—is a complex, ongoing challenge.
Establishing benchmarks and tracking efficiency gains takes careful, sustained analysis. It’s not glamorous work, but it’s becoming more urgent as tools overlap, AI expands functionality, and efficiency gains threaten billable hours. Many firms are beginning to explore technology cost-recovery models to ensure that investments in AI and innovation remain sustainable.
6. Governance is a clear focus, and data, knowledge, and governance are becoming strategic assets
The intersection of AI, knowledge management, and data governance is now a top priority for legal teams.
We heard again and again about the importance of smarter data architecture, secure knowledge sharing, and thoughtful governance to support AI initiatives. The challenge is not just internal efficiency but also meeting client expectations around how data and knowledge are managed.
During the session AI in Legal Practice: From Theory to Practical Solution, speakers presented a governance checklist that resonated strongly with the audience:
- Convene an AI steering committee
- Update/create policies: GenAI, responsible use, call recording, and so on
- Include information security and GC’s office
- Review (outside counsel guidelines) OCGs and client restrictions
- Conduct regular and mandatory training sessions
- Vet your vendors
- Create a central repository for approved applications
- Update engagement letters
- Check your insurance policy
7. Education and training are at a premium
No matter how fast technology moves, success ultimately depends on people—and how well they’re supported.
In nearly every session we attended, speakers emphasized the importance of training and ongoing education. Firms are reshaping their programs to ensure that legal teams have the AI knowledge, digital skills, and confidence they need—particularly in areas like prompt engineering.
Collaboration tools, tailored training, and consistent support are becoming key levers for adoption. As one speaker noted, in high-pressure legal environments, investing in people is just as critical as investing in technology.
The top 5 things we liked most from the sessions
Of the dozen-plus educational sessions our team attended at ILTACON 2025, five stood out for their impact, originality, and quality of content:
1. Painting a vivid picture
Keynote speaker Reena SenGupta reimagined the law firm of the future as a living, adaptive organism—one that thrives through connection, communication, and proactive guidance.
In Wednesday’s keynote, Helping the Legal Industry to Create a Sustainable Future, thought leader and RSGI Executive Director Reena SenGupta used a mushroom—“fabulous fungi”—as a metaphor for the law firm of tomorrow.
“Think about it as an organism instead of a machine,” SenGupta said. “The law firm of the future will have to be the connectors and communicators. They have to be the key enablers of a healthy, functioning civic society. Their role as a source of truth and detoxifier is even more important than ever in this AI world.”
Her session was filled with memorable insights, real-world examples, visionary predictions, and practical guidance. She highlighted how firms like DLA Piper and Paul Hastings are shifting from reactive lawyering to proactive counseling—moving from precedents to predictions.
SenGupta also emphasized how law firms now sit “at the intersection of law, humans, technology, and design,” noting that legal services are becoming experiences. Differentiation and premium value, she argued, will come from simplification, customization, personalization, and stronger internal organization.
2. Entertaining the crowd
A lighthearted session reminded us that legal work on the road comes with equal parts planning, humor, and improvisation.
While AI dominated many conversations, one of the most enjoyable sessions had nothing to do with it. Traveling Circus: Challenges of Case Teams on the Road spotlighted the very real experiences of teams traveling for trials, depositions, and hearings.
The lighthearted, interactive session had the room laughing—thanks to stories and lessons shared by Michael Perkins (Fisher Phillips), Melissa Rennirt (Gray Ice Higdon), and Kim Bookout (Opus 2). From “vital tools” like energy shots and stain pens to moments when things went hilariously wrong, the panel delivered plenty of takeaways.
One example: “Our demonstrative exhibit was 10 feet by 20 feet, OK. Well, I went to the courthouse ahead of time and looked at the service elevator and realized that’s not going to fit on the elevator. So we had one day to redo a whole demonstrative,” said Rennirt.
Bookout added her own story of quick thinking: “I went to check into our war room and discovered that it was divided by a paper wall. When I found out who was on the other side, the opposing counsel, I had to find another hotel on the fly that day.”
3. Bringing their “A” game
In a spirited debate, AI experts candidly explored both the opportunities and the risks of bringing generative AI into legal workflows.
Leaning into the conference’s pirate theme, Sailing the AI Seas: Navigating Innovation in eDiscovery was both lively and unflinching. Three leading AI experts shared candid views on the promise and pitfalls of AI in legal workflows.
Todd Takashi Itami (Lex Artificialis) delivered one of the most striking quotes of the week: “So there’s this world view for lawyers out there that’s kind of like … we’re going to throw some generative AI in the mix and it’s not going to actually impact the legal market. We’re good, just as many jobs tomorrow, and the generative AI will do that today. I totally disagree with that. I think it’s more like lawpocalypse.”
Stephen Dooley (Sullivan & Cromwell) emphasized the importance of technical literacy: firms need people who understand “how the architecture of LLMs work across all the enterprise applications” and, critically, “where the data went.”
Finally, Daryl Shetterly (Orrick) offered advice on selecting tools: “So when you choose the tool you’re going to bring into your firm, choose wisely. Think more broadly, pick a tool that has a lot of applications and robust functionality in it that lets you adapt.”
4. Encouraging audience participation
Thumbs-up-or-down paddles turned an AI strategy session into one of the most interactive and engaging events of the week.
The session Actionable AI Strategy & Policy stood out for its creativity in engaging the crowd. Moderator Sean Monahan (Harbor) introduced the best prop of the conference—thumbs-up-or-down paddles—which participants used to weigh in on panelist comments.
The packed room covered essential topics: defining principles and policies, prioritizing use cases, and building strategies to deliver real impact, optimize resources, and foster innovation.
One slide that drew unanimous thumbs-up was “Putting Together a Strategy,” which outlined a clear process:
- Define the firm’s vision of AI
- Determine ownership
- Decide how you’ll define value
- Find champions to activate the strategy
- Ensure client collaboration
5. Letting clients do the talking
Hearing directly from clients underscored how Opus 2 helps firms deliver value, flexibility, and stronger client relationships.
In our own session, Gain Every Advantage with AI-Enhanced Workflows, we opted for a different format: a roundtable discussion with three long-time clients.
Florinda Baldridge (Norton Rose Fulbright), James Bekier (Baker Hostetler), and Caroline Sweeney (Dorsey & Whitney) joined Tiama Hanson-Drury (Opus 2) to share candid perspectives on how their firms use Opus 2 to collaborate across workflows. A consistent theme emerged: flexibility that wins over clients.
Sweeney shared a recent high-pressure project involving 600 contracts in six weeks: “We had a dashboard and a portal so the client could come in at any time and view the status of what was happening with these contracts. We successfully met the deadline, but the client was so impressed with the platform.”
Baldridge and Bekier echoed similar stories, highlighting how Opus 2 supports innovation and excellent client service—while also offering honest feedback. Their experiences underscored an important lesson: as AI and other tools come and go, real client use cases should guide decisions about what belongs in a firm’s legal tech stack.
From insights to action: what’s next
ILTACON 2025 confirmed that AI is no longer an abstract promise—it’s becoming embedded in the everyday work of legal professionals. The conversations have shifted from if to how: how to build the right foundations, measure outcomes, and apply AI where it drives the greatest value.
As firms refine their approaches, the focus will be on governance, education, and practical use cases that align with client expectations and competitive demands. Looking ahead to ILTACON 2026, we anticipate deeper discussions around scaling AI strategies, optimizing for efficiency and collaboration, and moving from experimentation to sustained impact. Firms that approach AI adoption with purpose and clarity will be best positioned to succeed in this next phase.
If you’d like to see how we’re helping law firms and litigation teams gain an edge, visit our AI page to learn more or request a demo.
Revisit ILTACON takeaways from past years
2024 insights: Top six session summaries
At ILTACON 2024, the sessions explored a wide range of topics. From practical advice for day-to-day challenges to predictions for the future of AI in legal, the sessions were full of actionable advice and interesting insights.
As it is every year, the ILTACON agenda was packed with valuable content and there’s always a sense of wanting to be everywhere all at once. So, to make ILTACON insights more accessible both to busy attendees and those who couldn’t make it to the event this year, the Opus 2 team decided to divide and conquer. Here are our favorite six sessions, in no particular order.
The promises and potential perils of artificial intelligence: Navigating the AI jungle
Speakers
- Maribel Rivera | VP, Strategy and Client Engagement | ACEDS
- Julie Brown | Director of Practice Technology | Vorys, Sater, Seymour and Pease LLP
- Cat Casey | Chief Growth Officer | Reveal
- David Horrigan | Discovery Counsel and Legal Education Director | Relativity
It is well understood among legal tech experts that generative AI (GenAI) has tremendous potential to transform the business of law. However, if law firms want to turn that AI potential into proven value, they must be thoughtful in their approach. Julie Brown, Director of Practice Technology at Vorys, Sater, Seymour and Pease, LLP described her team’s role as “sellers” of new AI-enabled technology within the firm. They find the best way to sell tech is to show lawyers exactly how to use it within their processes and roles, making the value immediately clear.
Despite initial concerns about job security, David Horrigan observed a recent shift saying, “Tides are turning, people want AI.” Horrigan noted that the core eDiscovery tasks are the ones being used the most and document review is key. Brown agreed adding, “GenAI will not replace attorneys, but it will replace attorneys who don’t know how to use it.”
“GenAI will not replace attorneys, but it will replace attorneys who don’t know how to use it.” – Julie Brown
In addition to sharing their real-world experiences, the speakers also offered their perspectives on some of the latest guidelines, opinions, and cases involving GenAI. Cat Casey, Chief Growth Officer at Reveal discussed the importance of leveraging AI that uses a closed large language model (LLM) to protect both your data inputs and ensure outputs are based only on the information you’ve provided. She also recommended routinely reviewing your AI tools as well as the volume, variety, and velocity of data flowing into them.
The panel recommended four steps to avoid common AI pitfalls
- Establishing frameworks for governance and regulatory compliance
- Ensuring ample lawyer enablement and training on AI capabilities
- Finding the right balance between efficiency and legal integrity
- Building validation processes to ensure oversight of AI outputs
Despite current obstacles, the panel all agreed that firms will overcome them, and AI will play many roles in the future of legal work. “There’s a veritable cornucopia of resources on all the things AI can do,” Horrigan said, encouraging firms to continue exploring the possibilities and finding new ways to put AI to work.See slides from this session
Will Carter
Chief Revenue Officer
Sustaining engagement for evolving technologies
Speakers
- Alex Chiang | Chief Customer Office | SimplyAgree
- Max Gladstone | Director of Innovation | Troutman Pepper
- Ana Toft-Nielsen | Professional Development Innovation Manager | Greenberg Traurig
Cloud-based technologies have changed the traditional technology rollout timeline. With increased accessibility and availability, law firms can invest in and implement new tools at an incredibly fast rate – which can be both a benefit and a challenge. On one hand, investing in innovation can enable teams to enhance efficiency while delivering greater value. At the same time, a feeling of constant change can discourage adoption.
This session at ILTACON 2024 delved into strategies for maintaining engagement and adoption in this dynamic environment. Here are the highlights.
Embracing evolution over change
In the session, the speakers discussed the difference between change and evolution. Change is hard and it often implies an abrupt disruption, while evolution is a gradual, strategic improvement. To secure better continual adoption, focus on how you can encourage evolution rather than implement change. Effective evolution requires time, patience and a thoughtful strategy. The panel offered other tips for success:
Identify technology champions
Work closely individuals who are enthusiastic about exploring new tools and functionality. Building a council of these evangelists can create a powerful influence network within the firm, helping to drive adoption and overcome resistance.
Drive awareness
Everyone in the firm is busy, so gaining visibility can be a challenge. Establish a multi-channel communication strategy to share information about new solutions, successes, and user benefits to enhance awareness. Transparency about implementation plans, updates, and firm expectations is key. It’s also crucial to focus messaging on the specific needs and benefits for the end users.
Leverage feedback
Use feedback from a pilot program to optimize processes, refine use cases, and demonstrate value before planning a firm-wide release. This user-centric approach not only improves the technology but also builds trust and buy-in across the firm. After a full rollout, create a feedback loop where user inputs are gathered, acted upon, and publicized within the firm.
Develop tailored training
As new solutions are implemented, proactively offer information, training, and support resources. Keep in mind the needs of different groups within the firm. Providing a variety of training resources, such as short videos and practical tips, helps employees continually improve their skills and stay engaged with new technologies. Additionally, offering office hours and regular training sessions can help maintain momentum and address challenges as they arise.
Lead by example
The session stressed the importance of earning buy-in from leadership as they set the tone for the rest of the firm. Their advocacy and example can encourage ongoing learning and accountability.
Celebrate successes
Whether through formal recognition programs or simple acknowledgments of effort, celebrating success is essential. These practices can reinforce the positive aspects of continual adoption and engagement.
Foster a culture of adaptability
Finally, the session highlighted the importance of building a firm-wide culture of adaptability. This culture helps promote a growth mindset, where developing new skills is rewarded and the fear of failure is minimized.
In summary, sustaining engagement for evolving technologies requires a comprehensive approach that includes encouraging evolution, enabling champions, ensuring training and feedback, securing leadership advocacy, and fostering a culture of adaptability. The insights shared during this session at ILTACON 2024 provide a valuable toolkit for firms looking to navigate the challenges of continuous technological evolution successfully.
Hilary Goldman
Senior Client Relationship Manager
From scratch to scale: Shaping a litigation support operation
Speakers
- Christina Natale | Director of Legal Industry Solutions | Hike 2
- Ann Halkett | Director, SOLVED eDiscovery Services | Alexander, Holburn, Beaudin + Lang LLP
- David Greetham | VP of Digital Forensics | Level Legal
- Joy Murao | Founder, CEO | Practice Aligned Resources
Litigation teams are constantly challenged to manage increasing workloads while maintaining efficiency and quality. This session at ILTACON 2024 addressed these challenges, offering valuable insights for teams looking to build repeatable processes and scale their litigation support operations effectively.
Tips for building a lean yet capable team
It won’t surprise you to know that your team is the most important factor when scaling. The session started by offering tips for building an ambitious, adaptable, consistent, and efficient team.
- Hire technology-savvy individuals
- Implement cross-training
- Encourage collaboration between paralegals and attorneys
- Challenge team members to grow their skills
- Invest in the right software
- Create detailed checklists, templates and how-to guides
- Emphasize ongoing training and technology adoption
Leveraging technology to streamline litigation
Many litigation support teams face the daunting task of building or improving their operations with limited resources, budget, staff, and organizational buy-in. However, the speakers emphasized that developing effective and efficient processes has become more accessible as firms adopt cloud-based solutions. However, it’s important to carefully consider if you need better technology or more people to meet your goals.
The right tools will help teams manage the many moving parts in litigation support, allowing them to focus on high-value tasks. When developing scalable processes, one speaker recommended asking yourself, “Do we understand every piece of their day-to-day and are we building workflows to support the team?” Keeping this perspective is essential.
In-house vs. outsourcing: Making the right choice
When deciding whether to in-source or outsource lit support tasks, the speakers emphasized the importance of starting with the budget. They recommended:
- Weighing the costs of in-sourcing vs. outsourcing for each matter
- Considering which approach will deliver the most value
- Evaluating all the costs including intake, training, and licenses
Using AI and emerging technologies
When asked about emerging technologies that will impact litigation support and eDiscovery in the next five years, the speakers predicted an increase in the use of AI. Indeed, there are many promising use cases for AI when scaling litigation support operations. The panel noting its potential to streamline processes while acknowledging its limitations. One speaker remarked, that with all the moving pieces and number of things she had to do that using GenAI, “… takes anything we have to do and writes the first draft,” highlighting its potential to save time on routine tasks.
However, they also cautioned, “I can’t replace creativity, judgment, or curiosity with AI. We will find unique use cases, but it will still be lawyers’ job to present the data. AI will remove manual tasks so we can focus on the human aspects of litigation.”
Building an efficient litigation support operation requires a combination of strategic hiring, effective use of technology, and a focus on repeatable processes. By embracing emerging technologies while maintaining a focus on human expertise, litigation support teams can scale their operations to meet increasing demands without sacrificing quality or efficiency.
As one speaker aptly put it, “Get more creative about leveraging technology.” This mindset, coupled with the strategies discussed in the session, can help litigation support teams navigate the challenges of scaling their operations in an ever-evolving legal landscape.
Amelia Ramsey
Sales Executive
AI decision making: Identifying use cases before selecting a solution
Speakers
- Sukesh Kamra | Chief Knowledge & Innovation Officer | Torys
- Reanna Martinez | Manager of Innovation, Systems, and Data | Munger, Tolles & Olson LLP
- Jill Schornack | Vice President, Product | NetDocuments
- Barbara Taylor | Chief Knowledge Officer | DLA Piper
In the last year, artificial intelligence (AI) has emerged as a game-changing force. However, as law firms rush to adopt AI solutions, some face unexpected challenges in implementation and realization of value. Featuring expert speakers discussing their real-world experiences deploying AI technology and navigating challenges, this was one of the most anticipated sessions on the ILTACON agenda.
Challenges facing teams seeking AI solutions
When adopting AI, legal teams must be aware of potential barriers. The panel offered an overview of some common issues that may arise.
Information overload
Every day new solutions and AI capabilities are announced, which can make decisions feel overwhelming. It can also cause teams to delay innovation out of a fear of investing too early or having buyer’s remorse.
Unrealistic expectations
There’s a lot of hype in the market about AI. Unfortunately, it can lead people to believe that AI is the “silver bullet” that will quickly solve all their challenges. Additionally, the buzz can make it difficult to distinguish between market promises and useful capabilities.
Client concerns
There are varying levels of client acceptance and knowledge about AI. While some are intrigued and open to discussions about AI-enhanced legal services, others are vehemently opposed. Regardless of sentiment, client education is crucial and must be handled with care.
Internal alignment
While firms are eager for AI solutions, time constraints limit the ability to conduct thorough product testing. This can lead to firms jumping in too quickly, or having two divisions invest in similar solutions creating an overlap in functionality. Additionally, teams may lack overarching guidance from the firm on how to effectively use AI.
Prioritizing utility to maximize impact
By focusing on utility and practical application, law firms can help ensure adoption and a strong return on investment. The panelists recommended identifying use cases that will move the needle significantly. When evaluating solutions, ask yourself, “What is this actually going to achieve for us as a firm?” With this critical mindset as your foundation, you’ll be better equipped to select a tool that will deliver the greatest impact.
The panel explored insights and advice for three phases of AI adoption including:
1. Identifying priority use cases
- Focus on significant pain points for a partner or practice area
- Gauge enthusiasm for use cases, and select those that your team is eager to talk about
- Specify the functions you’re trying to improve with AI like client work product and service, legal research, business operations and processes, and so on
- Collect performance KPIs and benchmarks for current processes to better understand the potential impact of AI
Sukesh Kamra, Chief Knowledge and Innovation Officer at Torys emphasized the core objective, stating, “Our goal is always to make life easier for our lawyers.”
2. Evaluating solutions
- Develop a comprehensive AI strategy focused on responsible use
- Conduct thorough evaluations, including demos and pilots
- Collaborate with tech-savvy lawyers during the evaluation process
- Assess AI technologies holistically, considering security requirements
- Plan for user training to ensure proper understanding and utilization of AI tools
- Focus on addressing significant pain points for partners or practice areas
- Start with small, achievable ROI goals rather than trying to “boil the ocean”
Barbra Taylor the Chief Knowledge Officer at DLA Piper noted, “There are a lot of really exciting companies out there with exciting functionality, but that is just the very beginning of the journey.” And Reanna Martinez added, “You don’t have to rush out and get everything at once,” emphasizing the importance of thoughtful, strategic adoption.
3. Ensuring adoption
- Ensure you have buy-in from your managing partners, executive committee, and lawyers
- Educate users at all levels in the organization about AI capabilities and limitations
- Offer a variety of ways to engage like associate talent halls, client education sessions, and partner retreats
- Provide training and resources to help them what the solution does and how it achieves it to
- Start with small groups and scale based on proven success, building on wins that illustrate the potential of AI
Reanna Martinez the Manager of Innovation, Systems, and Data at Munger, Tolles & Olson summed up the current state of AI in legal: “AI is a disruptor, it’s going to change the way we work, but we are still figuring things out.” This encapsulates both the excitement and the challenges of AI adoption in the legal industry.
As legal organizations navigate the complex landscape of AI adoption, it’s crucial to approach the process strategically. Firms can harness the power of AI to enhance their operations and client service by carefully identifying use cases, thoroughly evaluating solutions, and focusing on value creation.
Megan Church
Account Executive
To explore more insights on the value of AI developed for specific use cases, check out this article from the ILTA Peer-to-Peer magazine: Shifting from silos to in-platform AI and GenAI integration.
Data to decision: Bridging eDiscovery and case management
Speakers
- Kim Bookout | Direction, Solution Consulting | Opus 2
- Jeffrey Chivers | Chief Executive Officer | Syllo
- Ari Kaplan | Principal | Ari Kaplan Advisors
- Rachelle Rennagel | Special Counsel | Pillsbury Winthrop Shaw Pittman LLP
In litigation the integration of eDiscovery and case management has become increasingly crucial. This session at ILTACON 2024 explored this vital connection, offering insights on how legal professionals can streamline the litigation lifecycle by aligning eDiscovery practices with case management workflows.
The current state of alignment
The presentation began with a stark revelation – when asked, only one attendee indicated that their firm’s eDiscovery and case management processes were aligned. This highlights a significant opportunity for improvement across the legal industry.
Achieving better alignment may require us to reframe the way we think about case management. Case management shouldn’t be viewed as the step after eDiscovery, because it encompasses the entire case lifecycle from analysis to strategy and application of law. With this in mind, teams can more easily connect early-stage discovery with case outcomes.
It’s also noteworthy and significant that litigation teams are facing a growing volume of data. This has necessitated technological advancements in eDiscovery and law firm operations. There’s a notable disparity between the amount of data provided upfront and the truly valuable, dispositive information. As one presenter astutely noted, “We are drowning in information but have very little knowledge.”
Developing an effective plan
To bridge the gap, legal teams must develop comprehensive strategies, here are some key recommendations.
Understand the big-picture process
In discovery you should already be thinking about how to move your case forward. Understanding the scheduling order provides direction and context for your role within the case strategy. By anticipating the next steps in the process, you can move from a reactive to a proactive approach.
Create the chronology and cast of characters early
Documents and data are more reliable than human memory, so building a case chronology and understanding the cast of characters early on can help maintain momentum through all phases of case management.
Tie costs to data practices
One of the most frequent questions discovery clients ask is: How much is this case going to cost? Often, the answer isn’t based on the type of case or matter, it comes down to the client’s document retention policy. To best answer the question, attorneys must ask clients a couple of questions like, How did you collect this data? And, is there a foundation system in place?
Exploring generative AI
The panel discussed generative AI (GenAI) at several points during the session. They noted that it is particularly suited for the exploratory and investigative stages of a case. However, among the audience, the current application of AI was limited, while many anticipated using AI in the near future.
AI has huge potential to eliminate or streamline the low-value, tedious work that is often written off. One key use case is that AI can quickly identify and discard irrelevant documents. Automating this task can save hours and would allow the team to spend more time on high-value client work.
Additionally, the panel emphasized the importance of human guidance when using AI. Teams must find intuitive ways to incorporate that element of human guidance into their workflows because lawyers don’t have time to actively “train up” GenAI models. The group also discussed the impact of discovery data quality on downstream uses of AI quoting the adage, “garbage in, garbage out” noting that AI outputs are only as good as the underlying data.
Transforming raw data into decisive legal action
As the legal industry continues to grapple with ever-increasing data volumes, the alignment of eDiscovery and legal case management becomes not just beneficial, but essential. By embracing new technologies, developing comprehensive strategies, and maintaining a focus on high-value work, legal professionals can transform raw data into decisive legal action, ultimately serving their clients more effectively and efficiently.
Traci Hewitt
Client Relationship Manager
Unmasking the impostor: Fostering confidence in women in tech
Speakers
- Tiffany Pereira | VP, Customer Success | MinuteBox
- Melanie Prevost | Senior Director of Infrastructure and Technical Support Services | Vinson & Elkins, L.L.P.
- Maribel Rivera | VP, Strategy and Client Engagement | Association of Certified E-Discovery Specialists
- Candi Smith | eDiscovery Analyst | The Walt Disney Company
In this session at ILTACON 2024, industry leaders tackled the pervasive issue of impostor syndrome, particularly as it affects women in the technology sector. Speakers in this session explored the origins, impact, and strategies women can use to overcome this phycological phenomenon.
Understanding impostor syndrome
Impostor syndrome, first identified in a 1978 study, is characterized by persistent self-doubt and feelings of inadequacy despite evident success. While initially focused on white women, subsequent research has shown that it impacts individuals across all identities. However, it disproportionately affects women and marginalized groups:
- Nearly 75% of female executives experience impostor syndrome
- 54% of women versus 38% of men face these feelings
Melanie Prevost, Senior Director of Infrastructure and Technical Support Services, Vinson & Elkins offered an important reminder to attendees, “These are internal feelings. The person questioning you is yourself. You really have to understand where these feelings are coming from.”
The many faces of impostor syndrome
The session outlined five types of impostor syndrome including the perfectionist, the superhuman, the natural genius, the expert, and the soloist.
Each type manifests differently, but all share common characteristics such as self-doubt, fear of failure, and difficulty accepting recognition. The speakers also introduced the four Ps of impostor syndrome which include perfectionism, procrastination, project paralysis, and people pleasing.
Addressing the last point, Prevost emphasized “You can’t please everyone. You just can’t. The trap in that is you’ve already put yourself at a disadvantage because you are trying to achieve the impossible.”
The impact on women in tech
The session highlighted how impostor syndrome particularly affects women in the tech industry, where they are historically underrepresented. Challenges include:
- Stereotypes and bias
- Isolation in male-dominated environments
- Lack of female role models
Sharing her personal experience, Prevost noted, “Typically I’m the only female in the meeting. It brings on two feelings: isolation because you’re alone… and lack of role models. I had to really make a decision and that was I was going to be my own role model.”
Tiffany Pereira the VP, Customer Success at MinuteBox powerfully stated, “Innovation is truly stalled by impostor syndrome.”
The discussion also touched on the additional layers of complexity faced by women of color, including double minority status, stereotype threat, and fewer mentors in leadership positions.
Strategies to combat impostor syndrome
For those who find themselves facing the challenges posed by impostor syndrome can focus on these strategies.
- Continuous learning and skill development
- Recognizing and leveraging unique strengths
- Thorough planning to boost confidence
- Building a supportive network of peers and mentors
- Accepting imperfection and shining unapologetically
This session provided a comprehensive look at impostor syndrome and its particular impact on women in tech. By understanding its origins, recognizing its various manifestations, and implementing strategies to combat it, women can build confidence and thrive in their tech careers.
Olivia Corazzin
Marketing Manager, Software
Wrapping up ILTACON 2024, and looking forward to ILTACON 2025
Reflecting on ILTACON 2024, it’s clear that big things are coming in legal tech. Over the next year, attendees will explore the ideas these sessions sparked, optimize processes, and pursue continued innovation. We can’t wait to see what’s next, and we’re already looking forward to ILTACON 2025.
2023 recap: Bringing it all together
If you braved the heat and humidity to join us in Orlando last week, then you probably saw the packed AI sessions and heard the buzz surrounding new releases, mergers, and acquisitions. At Opus 2, we enjoyed a chance to display the power of our new platform, which enabled us to build Opus 2 Transaction Management.
Opus 2 launched our transaction management solution
While we launched Opus 2 Transaction Management a few weeks before ILTA, this was our first opportunity to demo the new software in-person to a significant number of organizations. The new solution brings together tools across all aspects of the M&A deal process and thus streamlines the deal workflow.
Firms have seen the benefits of bringing tools together in the litigation practice area for some time. Now, those same principles are being applied to M&A transactions. We received some great feedback and discussed prospects for further development. Learn more about Opus 2 Transaction Management.
Learning sessions and panels
We hosted four learning sessions, and our clients were featured on several ILTA panels. Our own Kim Bookout was even featured on a panel called Use It or Lose It! It was great to bring together folks from different backgrounds to discuss user adoption, modern workflows, our roadmap, and how Opus 2 can help with client engagement.
We discussed our plans for integrating AI into the Opus 2 platform and the philosophy behind those types of decisions. Clients came to us with big picture questions and small feature requests, which is one of the biggest benefits of ILTA – exciting in-person conversations.
