Future Law Bootcamp with Joe Borstein and Guest Oz Benamran, Thought Leader in Technology and Innovation

In this insightful episode of Future Law Boot Camp, host Joe Borstein, Baretz+Brunelle partner and LexFusion co-founder, interviews Oz Benamran, former Chief Knowledge Officer and Innovation Officer at Simpson Thacher and founder, SKILLS.law, about the evolving landscape of legal innovation. Oz shares his unconventional path into legal innovation, describing how his background in law, combined with a passion for problem-solving and efficiency, led him to lead knowledge management and innovation teams in top global law firms. He emphasizes the critical role of collaboration with technology vendors rather than building in-house solutions, highlighting the importance of scalability and market viability.

The discussion touches on the challenges law firms face in adopting new technologies, including the notoriously long sales cycles, risk aversion, and lawyers’ limited tolerance for change. Oz outlines the necessity of realistic expectations for startups and vendors aiming to penetrate the legal market, and he stresses the importance of lawyers’ buy-in for AI-driven solutions to succeed.

• Globalization and Technology as Legal Industry Catalysts: Lawyers worldwide can now collaborate seamlessly, enabled by digital tools and automation. This interconnectedness is pushing firms to innovate continuously or risk obsolescence.

• The Rise of AI and Automation Requires Lawyer Engagement: AI’s promise lies in automating tasks previously requiring human judgment. However, Oz stresses that without frontline lawyers’ acceptance and active participation in training AI systems, implementation will falter. This human-machine collaboration is a delicate process that requires careful change management and patience, often doubling timelines for technology integration.

• Realistic Expectations and Patience Are Crucial for Legal Tech Startups: The legal market’s unique characteristics—risk aversion, long sales cycles, and limited lawyer bandwidth for testing new products—mean startups must be prepared for a slow, iterative process  based on user feedback and market demands.

• Strategic Vendor Partnerships Trump In-House Development: Oz recounts his early experience proposing a patented knowledge management system but explains why law firms typically avoid owning technology IP. Instead, partnering with vendors who can scale solutions across the market is more sustainable and practical.

• Applying Ikigai to Legal Innovation Roles Enhances Fulfillment and Impact: Oz’s description of his “ikigai” centers on solving puzzles, interacting with people, and driving efficiency. This alignment fosters enthusiasm and productivity, and encourages legal professionals to focus on areas where their passion, skills, and client needs intersect.

• Appreciative Inquiry Is An Effective Management Tool: Rather than focusing on weaknesses during performance evaluations, Oz advocates emphasizing strengths and finding ways for employees to excel in their best areas. This positive reinforcement boosts morale and productivity, enabling teams to contribute more effectively to innovation goals and adapt better to change.

• Community and Knowledge Sharing Accelerate Legal Innovation: The Skills conference exemplifies a peer-driven model where innovation and knowledge management leaders share candid experiences, challenges, and solutions, shortening the path from innovation to operational use.