AI and Machine Learning: A Primer

We’ve been hearing about the potential impacts Artificial Intelligence (AI) could have on the legal profession for several years now. Naysayers warn of waves of legal administration job losses and that IBM’s Watson could supplant lawyers. Proponents laud AI’s ability to transform the legal industry to a model of effectiveness and profitability never seen before. Neither side provides clear and direct evidence of how these things might actually come to pass. The AI discussion outside of legal operates on the same basic premises, but at a macro level. Elon Musk and Stephen Hawking warn us that robots are going to take over the world, Facebook and Google tell us the technology will help us to save the world. In the midst of all the hype, the fact is that there is a lot of confusion around what AI is, how it works, and what the technology can actually do right now.
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Brainstorming is Bad for Business

Ah, the fabulous corporate brainstorming session—you’d be hard-pressed to find anyone in the business world who hasn’t participated on a regular basis. Many people, we suspect, would bemoan their ubiquity but assume that they’re one of those “hate it but it needs to be done” parts of business. The fact is, though, that brainstorming, while a common corporate activity, is not actually the best way to foster creative thinking and new ideas; nor is it the best way to drive strategic business decisions.
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The Fall 2016 Solution Accelerator Conference

Hyperion concludes another successful Solution Accelerator! Hyperion was proud to conclude last week’s one-of-a-kind event – the Solution Accelerator Conference – to great success. The one-day conference delivers unparalleled access to industry leaders, solution providers, innovators and best practices in a single, unified, highly-interactive forum focused on success in Legal Operations and Performance Management.
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Memo to Lawyers: The Customer is Always Right

A century ago Harry Selfridge, the London retailer, declared: “The customer is always right.”  The temptation to interpret this too literally belies the wisdom of the remark, because with an economy of words, Selfridge captured the cornerstones of success in any service business: (1) convince the customer that s/he will receive good service; and (2) convince employees to provide a positive customer experience.  This was a departure from the “caveat emptor” standard of the time.
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