PART 1

About the Framework

The Council is an invitation-only network of senior Legal Operations leaders, most of them at Fortune 100 enterprises, operating in the U.S., Canada, the UK, and the EU. All members lead the legal operations function at some of the largest and most sophisticated legal departments in the world.

pp. 4-8 • 5 pages

PART 2

Executive Summary

This framework sets out what an enterprise legal department has to decide in order to select, deploy, govern, and manage artificial intelligence, and what distinguishes one level of practice from another. It is a reference model, not a scored assessment. It does not tell a department what to do...

pp. 9-10 • 2 pages

PART 3

Reference Model

The eight domains and 46 elements. Each element states what it concerns, the decisions a department must take, and three tiers of maturity.

PART 4

Maturity Model

The tiers are not a score. A department is unlikely to sit at one tier across every element, and advancing is not always the right call for every element at every moment. The value of the view is in seeing where practice sits, where it is uneven, and what the next tier would require.

pp. 67-75 • 9 pages

PART 5

Investment Case Model

Most Legal AI business cases compare the cost of a tool against the time it appears to save. The number often does not survive examination by Finance, because the tool is one input into a change and rarely the largest. The return usually comes from the work built around it: the redesigned...

pp. 76-92 • 17 pages

PART 6

Back Matter

Text not yet supplied. Contents to be confirmed. The imprint page currently carries the cover credit and awaits a copyright line.

pp. 93 • 1 page