![“[A]ll models are wrong,
but some are useful.”
-- George E.P. Box, Statistician](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Semelhante a The Rogers Diffusion Curve: Applied to the Legal Industry
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The Rogers Diffusion Curve: Applied to the Legal Industry
- 1. The Rogers Diffusion Curve: Applied to the Legal Industry William Henderson Indiana University Maurer School of Law Lawyer Metrics LLC
- 2. “[A]ll models are wrong, but some are useful.” -- George E.P. Box, Statistician
- 9. Figure 1. Percentage of Farm Operators First Hearing of Hybrid Seed Corn and Percentages First Accepting It, by years Source: Ryan, B., & Gross, N. C. (1943). The diffusion of hybrid seed corn in two Iowa communities. Rural Sociology 8:15-24.
- 10. Percentage of Total Acreage Planted with Hybrid Seed Source: “Hybrid Corn: An Explanation in the Economics of Technological Change” in Technology, Education, and Productivity (1988).
- 11. Percentage of Total Acreage Planted with Hybrid Seed Manufacturing Finance Medicine Consulting Law Source: “Hybrid Corn: An Explanation in the Economics of Technological Change” in Technology, Education, and Productivity (1988).
- 12. Legal Complexity Reality Rise of the Large Firms 1914 Experience and Perception 1984 Corporate Growth © William D Henderson, 2014
- 13. Legal Complexity Reality Rise of the Large Firms 1914 Higher profits Experience and Perception 1984 2014 Corporate Growth © William D Henderson, 2014
- 14. Legal Complexity Reality Search for substitutes to deal with cost and quality Rise of the Large Firms 1914 Higher profits Experience and Perception 1984 2014 2044 Corporate Growth © William D Henderson, 2014
- 15. Two Hemispheres Hemisphere 1: People Clients Hemisphere 2: Organizational Clients
- 16. Organizational Clients BigLaw Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Artisan Guild Criminal Defense / Public Defenders Bespoke Standardized Systematized Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 17. Organizational Clients BigLaw Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Artisan Guild Criminal Defense / Public Defenders Bespoke Standardized Systematized Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 18. Organizational Clients Low Cost Providers BigLaw Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Multidisciplinary Teams Artisan Guild Criminal Defense / Public Defenders Bespoke Standardized Systematized Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 19. Organizational Clients Low Cost Providers BigLaw Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Multidisciplinary Teams Artisan Guild PeopleLaw – e.g., Modria and Legal Force Criminal Defense / Public Defenders Bespoke Standardized Systematized Legal Publishers e.g., LegalZoom, Rocket Lawyer Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 20. Organizational Clients Low Cost Providers eDiscovery Vendors BigLaw Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Multidisciplinary Teams Artisan Guild PeopleLaw – e.g., Modria and Legal Force Criminal Defense / Public Defenders Bespoke Standardized Systematized Legal Publishers e.g., LegalZoom, Rocket Lawyer Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 21. Organizational Clients In-House Vertical Integration NewLaw – e.g. Axiom, Novus BigLaw Low Cost Providers eDiscovery Vendors LeanLaw e.g., Seyfarth Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Multidisciplinary Teams Artisan Guild PeopleLaw – e.g., Modria and Legal Force Criminal Defense / Public Defenders Bespoke Standardized Systematized Legal Publishers e.g., LegalZoom, Rocket Lawyer Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 22. Organizational Clients In-House Vertical Integration NewLaw – e.g. Axiom, Novus BigLaw LeanLaw TechLaw KM & Analytics Vendors Low Cost Providers eDiscovery Vendors E.g., kCura, Recommind, Lex Machina e.g., Seyfarth Regional Law Firms Solo & Small Firms People Clients “Two-Hemispheres” Y Multidisciplinary Teams Artisan Guild PeopleLaw – e.g., Modria and Legal Force Criminal Defense / Public Defenders Bespoke Standardized Systematized Legal Publishers e.g., LegalZoom, Rocket Lawyer Productized Commoditized X Susskind ‘s Market Evolution © William D Henderson, 2014
- 23. Variables Determining Rate of Adoption Dependent Variable to Be Explained Perceived Attributes of Innovation 1. Relative Advantage 2. Compatibility 3. Complexity 4. Trialability 5. Observability Type of Innovation-Decision 1. Optional 2. Collective 3. Authority Rate of Adoption of Innovation Communication Channels Increased by more and better mediums Nature of Social System E.g, traditional versus modern, isolated or interconnected to other systems Efforts of Change Agents Educational and promotional efforts Adapted from Everett Rogers, Diffusion of Innovation Fig 6.1 (2003)
- 24. Variables Determining Rate of Adoption Dependent Variable to Be Explained Perceived Attributes of Innovation 1. Relative Advantage 2. Compatibility 3. Complexity 4. Trialability 5. Observability Type of Innovation-Decision 1. Optional 2. Collective 3. Authority Rate of Adoption of Innovation Communication Channels Increased by more and better mediums Nature of Social System E.g, traditional versus modern, isolated or interconnected to other systems Efforts of Change Agents Educational and promotional efforts Adapted from Everett Rogers, Diffusion of Innovation Fig 6.1 (2003)
- 25. Increasing the Speed of Innovation: Lessons Learned Relative Advantage Substitutes to make better, faster, or cheaper Reducing Complexity Making adoption incremental and natural Creating Observability Showcasing others’ successes (cornfields) Allowing Trialability Pilots to decrease fear of adoption Decision-Making Mandated vs optional vs collective Communication Channel Mass media vs interpersonal vs internet Leaders and Laggards Across and within organizations Interconnectedness The whole is greater than the sum of its parts