律師行業數位轉型之研究－以生成式AI應用為例

Abstract

本研究探討律師行業在經營管理上所面臨的多重挑戰與痛點，包括律師從業人員專業能力不足、經營成本高以及專業律師流動率高等問題，這些問題不僅影響了行業發展，也對律師事務所的業務運營和服務質量造成了重大影響，本研究旨在律師行業如何通過生成式AI技術進行轉型，從而形成差異化競爭優勢。政策、法規和標準對生成式AI技術的應用也進行了探討，旨在確保技術應用的合法性、公正性和安全性。 透過個案研究方式，利用C-SOP企業經營轉型分析模板，針對A事務所作為一家新興且快速成長的跨國律師事務所，正面臨生成式AI技術帶來的轉型機遇，如何採用C-SOP企業經營轉型分析模板，探討A事務所在文化和策略佈局方面進行轉型。該轉型過程涉及文化從保守到創新的轉變，傳遞AI新技術的價值觀，並鼓勵和推動變革。A事務除需培養開放創新氛圍、提供內部培訓宣傳，設立明確的職業發展路徑，制定技術應用策略，確保技術適配性和效益最大化，以及建立風險管理和持續改進機制。此外，還需設立跨部門技術應用小組、進行資源整合和靈活職務調整，並透過有效的激勵機制激發員工參與和創新熱情。 在律師事務所利用生成式AI進行數位轉型之過程中，往往因為生成式AI專業技術人員多數對於法律服務專業領域並不熟悉，導致AI系統在設計和應用時無法充分考慮法律服務的需求和細節。此外，現有技術在自然語言處理、法律推理和決策支持方面與實際專業需求存在重大落差。為特定律師事務所量身打造生成式AI系統的成本過高，使得律師事務所難以承擔。未來，律師執照考取方式應配合生成式AI科技演進進行調整，以確保新一代律師具備運用這些技術的能力。

This study explores the multiple challenges and pain points faced by the legal profession in terms of business management, including insufficient professional capabilities among legal practitioners, high operational costs, and high turnover rates of professional lawyers. These issues not only affect the industry’s development but also significantly impact law firms’ business operations and service quality. The study aims to investigate how the legal industry can achieve transformation through generative AI technology to establish a differentiated competitive advantage. Additionally, it examines policies, regulations, and standards regarding the application of generative AI technology to ensure its legality, fairness, and safety. Through a case study approach, this research utilizes the C-SOP (Culture, Strategy, Organization, People) business transformation analysis framework to investigate how A Law Firm, an emerging and rapidly growing international law firm, can leverage the transformative opportunities brought by generative AI technology. The study examines how A Law Firm can implement the C-SOP framework to transform its culture and strategic layout. This transformation process involves shifting from a conservative to an innovative culture, conveying the value of new AI technologies, and encouraging and driving change. A Law Firm needs to foster an open and innovative atmosphere, provide internal training and promotion, establish clear career development paths, develop technology application strategies to ensure compatibility and maximize benefits, and establish risk management and continuous improvement mechanisms. Additionally, the firm should set up cross-departmental technology application teams, integrate resources, adjust positions flexibly, and use effective incentive mechanisms to stimulate employee participation and innovation enthusiasm. In the process of digital transformation using generative AI in law firms, it is often found that most AI technical professionals are not familiar with the professional field of legal services. This results in AI systems not fully considering the specific needs and details of legal services during design and application. Furthermore, there is a significant gap between existing technology capabilities in natural language processing, legal reasoning, and decision support and the actual professional needs. The high cost of customizing generative AI systems for specific law firms makes it difficult for them to afford. In the future, the method of obtaining a legal license should be adjusted to keep pace with the evolution of generative AI technology, ensuring that the new generation of lawyers possesses the capability to utilize these technologies.