Brazil has been successful in developing solutions for litigation by focusing on technology for managing legal processes, with 80 million lawsuits currently ongoing in the country.
Despite significant progress, there remains a substantial need for various activities and services in consultative and strategic areas, specialized services provided by law firms and legal departments. These areas typically rely on email communication, spreadsheet organization of internal team deadlines and tasks, and information dispersed across different systems. They face numerous challenges in efficiently managing data and documents, coordinating service deadlines and steps, and enhancing customer experience in monitoring and delivering these services.
Technologies emphasizing advice and strategy are current major trends, expected to grow significantly in the future, offering numerous opportunities for organizations that adopt these new concepts and strategies, leading to competitive advantages and various possibilities to pursue.
The existing model depends on numerous separate systems, resulting in various issues and risks concerning data security, privacy, business, and particularly knowledge management. Additionally, we encounter daily challenges in utilizing various software for internal management of different suppliers and by legal professionals, who must navigate multiple systems for tasks like process management, contract handling, document automation, and compliance. This situation has caused low engagement in regular workflows.
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This trend, known as “platform fatigue,” refers to the exhaustion caused by using multiple systems and has led to the platformization movement. This movement aims to address the various digital transformation requirements of legal services by integrating different systems and functions into a single environment.
HighQ, a leading platform in the legal market, was founded in London 20 years ago and became even stronger when it was integrated with Thomson Reuters.
One of its key ideas involves establishing a platform that allows different functions and systems to connect within the same environment.
This creates a conducive environment for establishing a central, cloud-based component with cutting-edge information security protocols. It enables linking different native functions, startup services, and tech firms, standardizing registration and customer data for internal and external use by various tools, storing documents securely, managing tasks and teams, and fostering collaboration through personalized dashboards or services.
In Brazil, legal departments are utilizing this platform to enhance governance by organizing internal demands, coordinating with other company areas, distributing work among teams with traceability and accountability, managing contracts and documents, collaborating with law firms, and improving transparency in activity progress. Additionally, the platform is being used for ESG project management, storing and analyzing all related documents and actions according to a designated workflow.
In law firms, various technologies are integrated to formalize internal procedures for different services, such as mergers and acquisitions (M&A). This includes defining phases, necessary documents, professionals involved, data uploading procedures, validation and analysis steps, risk classification criteria, client transparency methods, and workflow design within the system.
When observing the electronic judicial process, we can recognize various elements such as communication among process participants, document storage, tracking process status, and the delivery of judicial services within a digital environment. The integration of PJe with the PDPJ platform combines databases and microservices to enable these benefits. Despite changing topics and subjects, adherence to established procedures like those outlined in the Civil Procedure Code ensures adaptation to different legal demands and areas, providing valuable support to legal professionals.
We must apply this same approach to advisory and strategic services by focusing on the key elements of people, processes, and technology. This involves educating professionals on new opportunities, outlining processes for different legal services, and converting them into digital activities.
We aim for efficient knowledge management through collaboration, transparency, and organized content to generate reports and improve accountability. This requires understanding the technology’s working logic and organizing everything in a unified environment for interoperability.
Artificial Intelligence relies on a strong and trustworthy database of data to convert techniques into valuable information for decision-making, document automation, and addressing complex legal issues effectively. Without structured data, AI’s potential is undermined, leading to unreliable outcomes and errors.
The use of such solutions in various law firms and legal departments in recent years has transformed how advisory and strategic services are delivered, significantly enhancing the overall customer experience. This is reshaping the legal services provision model, offering solutions that extend beyond litigation management.
Alexander Zavaglia Rabbit