Legal Education: A New Growth Vision: Part II—The Groundwork: Building a Customer Satisfying Innovation Ecosystem

Financial sustainability awaits agile, future-focused legal education programs that deliver students with market-valued, cost-effective, and omnichannel knowledge and skills development solutions. Shifting from an atom-based, traditional law school mindset to a platform-based, human-artificial intelligence (AI) integrated education system requires vision, planning, and drive. Bold and determined leaders will invent the future of legal education. To do this, they will (1) edit the law school’s DNA to focus on delivering customer satisfactions, (2) build vibrant multidisciplinary ecosystems focused on cultivating modern education services, (3) embrace emerging digital technologies, and (4) seize new marketplace opportunities to diversify revenue streams—thereby enhancing program solvency and relevance. I. Introduction: Satisfied Customers Key to Sustainable Growth II. Assessing the Law School Landscape III. Getting Back to the Basics ... A. Customer-Focused Program Reinvention ... 1. What Is Your Business? ... 2. Who Are Your Customers? … 3. What Do Your Customers Want? ... 4. What Is Value and How Do You Add Value? ... B. Physical and Digital Convergence of Education ... C. Friction Audits and Resolving “Pain Points” ... 1. Friction Audit: Students ... 2. Friction Audit: Employers, Practitioners, and Community Professionals ... D. Modernizing Legal Education to Deliver Customer Satisfactions IV. Building an Innovation Ecosystem ... A. Ecosystems: An Explainer ... B. Theories of Innovation ... 1. Recombinant (Combinatorial) Innovation ... 2. Disruptive Innovation ... 3. Value Innovation ... 4. Open Innovation ... 5. Breakthrough/Revolutionary versus Incremental/Evolutionary Innovations ... C. Innovation in the Digital Age ... 1. Bits, Atoms, and Moore’s Law ... 2. Information Over Instinct ... 3. Agile and Lean Startup Methodologies ... 4. Basic Tools: Prototypes and Minimum Viable Products (MVPs) ... D. Resistance to Innovation ... E. Innovation Triumvirate: Visionary, Thinker-planner, and Driver V. Conclusion

Called to Serve: Elevating Human-Performed Caregiver and Volunteer Work in an Era of AI-Robotic Technologies

Although the status quo of the traditional female caregiver has managed to muddle forward, it may begin to unwind as increasingly capable technologies dislodge humans from full-time employment and compel a redefinition of valuable work. Given this backdrop, this Essay seeks to open a dialogue for developing thoughtful, modem tax policies. Part I outlines the vocational endeavors of historically female community members who serve as caregivers and social volunteers. Next, Part II summarizes the economic value of volunteer and caregiver services. Part III examines whether tax policies should adopt a more expansive definition of beneficial occupations, as artificial intelligence (AI) and robotic technologies reconfigure the marketplace. Then, Part IV recommends that policymakers amend the Code to include a refundable tax credit for caregiver and volunteer work. Essentially, this Essay encourages a multi-faceted understanding of economic and social roles so that our human traits (such as courage or care) or callings (such as business leader or stay-at-home parent) are not prescribed by gender or sex. Finally, Part V offers conclusions regarding the consequences of implementing a refundable tax credit for caregiver and volunteer work

Legal Education: A New Growth Vision: Part III—The Path Forward: Being Both Human and Digital

In the decades ahead, innovative and status quo–breaking law schools will leverage and combine multidisciplinary, multigenerational human expertise with digital platform and artificial intelligence (AI) technologies to create vibrant legal education ecosystems. These combinations will deliver market-valued knowledge and skill transfer and development services that are high-quality, cost-effective, omnichannel, pedagogically sound, data-validated, personalized, on-demand or just-in-time, and multiformat (e.g., hybrid, HyFlex, digitalfirst, digital-live, etc.). Modern business models (e.g., platform and open) will provide these future-focused law schools with solid foundations for reimagining legal education. These agile, shape-shifting programs are also likely to discover diverse revenue opportunities by offering complementary services to adjacent markets. Growth opportunities for inventive law schools abound, so long as entrepreneurial program leaders embrace a human-AI integrated future. Simply put, digital and business model innovations represent the only firewalls to obsolescence. I. Introduction: Platforms Are Eating the World II. Path Forward: Being Both Human and Digital ... A. Envisioning Innovation Mission Trajectories … B. Aligning Action with Innovation Mission Trajectories ... 1. Step 1: Build Multidisciplinary Digital Innovation Teams ... 2. Step 2: Foster Conditions Where Innovation Can Thrive III. Designing Education for the Future ... A. Platform-Based Education ... 1. From Pipeline to Platforms: Business Model ... 2. From Pipeline to Platforms: Teaching and Learning ... 3. Platform Potential: Enhance Program Visibility and Increase Market Share ... 4. Platform Design: Open versus Closed ... B. Data and Metrics ... 1. Data and Learning Metrics: Students and Teachers ... 2. Data and Innovation Metrics: Program and Platforms ... C. Pricing Models, Strategic Cannibalization, and Cost Containment ... 1. Pricing Models and Strategic Cannibalization … 2. Cost Containment and Process Efficiencies ... D. Current Offerings and Room for Growth ... 1. MOOCs: Minimum Viable Products (MVPs) with Promise ... 2. Future of Education: Human Expertise United with Omnichannel Platforms and AI IV. Planning and Moving Forward ... A. Innovation Frameworks ... 1. 70/20/10 ... 2. Three Horizons ... B. Moving Forward ... 1. Day 1 Mindset Shift ... 2. Organizational Shift: Being Both Human and Digital ... 3. OKRs: A Brief Introduction to an Effective and Coherent Transformation Management System … C. Sample Plans V. Conclusions Appendix I: T-Shaped Skills for Knowledge Professionals Appendix II: Multimedia Resources Appendix III: Glossary of Key Term

Legal Education: A New Growth Vision: Part III—The Path Forward: Being Both Human and Digital

In the decades ahead, innovative and status quo–breaking law schools will leverage and combine multidisciplinary, multigenerational human expertise with digital platform and artificial intelligence (AI) technologies to create vibrant legal education ecosystems. These combinations will deliver market-valued knowledge and skill transfer and development services that are high-quality, cost-effective, omnichannel, pedagogically sound, data-validated, personalized, on-demand or just-in-time, and multiformat (e.g., hybrid, HyFlex, digitalfirst, digital-live, etc.). Modern business models (e.g., platform and open) will provide these future-focused law schools with solid foundations for reimagining legal education. These agile, shape-shifting programs are also likely to discover diverse revenue opportunities by offering complementary services to adjacent markets. Growth opportunities for inventive law schools abound, so long as entrepreneurial program leaders embrace a human-AI integrated future. Simply put, digital and business model innovations represent the only firewalls to obsolescence. I. Introduction: Platforms Are Eating the World II. Path Forward: Being Both Human and Digital ... A. Envisioning Innovation Mission Trajectories … B. Aligning Action with Innovation Mission Trajectories ... 1. Step 1: Build Multidisciplinary Digital Innovation Teams ... 2. Step 2: Foster Conditions Where Innovation Can Thrive III. Designing Education for the Future ... A. Platform-Based Education ... 1. From Pipeline to Platforms: Business Model ... 2. From Pipeline to Platforms: Teaching and Learning ... 3. Platform Potential: Enhance Program Visibility and Increase Market Share ... 4. Platform Design: Open versus Closed ... B. Data and Metrics ... 1. Data and Learning Metrics: Students and Teachers ... 2. Data and Innovation Metrics: Program and Platforms ... C. Pricing Models, Strategic Cannibalization, and Cost Containment ... 1. Pricing Models and Strategic Cannibalization … 2. Cost Containment and Process Efficiencies ... D. Current Offerings and Room for Growth ... 1. MOOCs: Minimum Viable Products (MVPs) with Promise ... 2. Future of Education: Human Expertise United with Omnichannel Platforms and AI IV. Planning and Moving Forward ... A. Innovation Frameworks ... 1. 70/20/10 ... 2. Three Horizons ... B. Moving Forward ... 1. Day 1 Mindset Shift ... 2. Organizational Shift: Being Both Human and Digital ... 3. OKRs: A Brief Introduction to an Effective and Coherent Transformation Management System … C. Sample Plans V. Conclusions Appendix I: T-Shaped Skills for Knowledge Professionals Appendix II: Multimedia Resources Appendix III: Glossary of Key Term

Legal Education: A New Growth Vision: Part II—The Groundwork: Building a Customer Satisfying Innovation Ecosystem

Financial sustainability awaits agile, future-focused legal education programs that deliver students with market-valued, cost-effective, and omnichannel knowledge and skills development solutions. Shifting from an atom-based, traditional law school mindset to a platform-based, human-artificial intelligence (AI) integrated education system requires vision, planning, and drive. Bold and determined leaders will invent the future of legal education. To do this, they will (1) edit the law school’s DNA to focus on delivering customer satisfactions, (2) build vibrant multidisciplinary ecosystems focused on cultivating modern education services, (3) embrace emerging digital technologies, and (4) seize new marketplace opportunities to diversify revenue streams—thereby enhancing program solvency and relevance. I. Introduction: Satisfied Customers Key to Sustainable Growth II. Assessing the Law School Landscape III. Getting Back to the Basics ... A. Customer-Focused Program Reinvention ... 1. What Is Your Business? ... 2. Who Are Your Customers? … 3. What Do Your Customers Want? ... 4. What Is Value and How Do You Add Value? ... B. Physical and Digital Convergence of Education ... C. Friction Audits and Resolving “Pain Points” ... 1. Friction Audit: Students ... 2. Friction Audit: Employers, Practitioners, and Community Professionals ... D. Modernizing Legal Education to Deliver Customer Satisfactions IV. Building an Innovation Ecosystem ... A. Ecosystems: An Explainer ... B. Theories of Innovation ... 1. Recombinant (Combinatorial) Innovation ... 2. Disruptive Innovation ... 3. Value Innovation ... 4. Open Innovation ... 5. Breakthrough/Revolutionary versus Incremental/Evolutionary Innovations ... C. Innovation in the Digital Age ... 1. Bits, Atoms, and Moore’s Law ... 2. Information Over Instinct ... 3. Agile and Lean Startup Methodologies ... 4. Basic Tools: Prototypes and Minimum Viable Products (MVPs) ... D. Resistance to Innovation ... E. Innovation Triumvirate: Visionary, Thinker-planner, and Driver V. Conclusion

Called to Serve: Elevating Human-Performed Caregiver and Volunteer Work in an Era of AI-Robotic Technologies

Although the status quo of the traditional female caregiver has managed to muddle forward, it may begin to unwind as increasingly capable technologies dislodge humans from full-time employment and compel a redefinition of valuable work. Given this backdrop, this Essay seeks to open a dialogue for developing thoughtful, modem tax policies. Part I outlines the vocational endeavors of historically female community members who serve as caregivers and social volunteers. Next, Part II summarizes the economic value of volunteer and caregiver services. Part III examines whether tax policies should adopt a more expansive definition of beneficial occupations, as artificial intelligence (AI) and robotic technologies reconfigure the marketplace. Then, Part IV recommends that policymakers amend the Code to include a refundable tax credit for caregiver and volunteer work. Essentially, this Essay encourages a multi-faceted understanding of economic and social roles so that our human traits (such as courage or care) or callings (such as business leader or stay-at-home parent) are not prescribed by gender or sex. Finally, Part V offers conclusions regarding the consequences of implementing a refundable tax credit for caregiver and volunteer work

Boletín Oficial de la Provincia de Guadalajara: Número 136 - 1943 junio 8

Legal education programs now face strategic inflection points. To survive and thrive long-term, education programs must embrace entrepreneurship, technology, innovation, platforms, and customer service as the means by which to navigate through strategic inflection points. Imagination, adaptability, agility, determination, and speed will separate market leaders from laggards. Scrappy, entrepreneurial, and action-oriented programs that deliver omni-channel, lifelong knowledge and skills development solutions are the movers that will radically redefine and likely dominate the legal education industry. Slow, tradition-bound programs resistant to change are non-movers that face extinction. Entrepreneurial education leaders committed to program growth know that since competitive advantages are transitory, they must create and nurture opportunities for continuous innovation. They also recognize the nexuses between customer satisfaction, institutional relevance, program solvency, and employee job security. These mindset shifts, coupled with a bias for action and modernization, will provide fruitful paths for new doctrinal and skill transfer services by legal education programs. While tinkers to student admissions and traditional business models may temporarily buffer the forces of creative destruction, the market will ultimately sort winners and losers. Because technology does not respect reputations or legacies, incumbent institutions face significant risks from flexible, adaptive and shape-shifting competitors that exploit emerging technologies. These shape-shifters rapidly respond to market changes by re-engineering and reinventing their business models, platforms, systems, and processes to capitalize on emerging trends—with an end goal of human-AI integration. Bottom line: Innovation represents the only firewall to obsolescence. I. Introduction: Creative Destruction and Digital Convergence II. Assessment of the Current Legal Services Ecosystem … A. Technology Will Transform the Knowledge Professions ... 1. Omni-channel Experiences ... 2. Platform-Based Services ... 3. Hybrid Human-AI Services and Virtualization … B. Status Quo Under Threat ... C. The Business of Legal Education ... 1. Education and the Marketplace ... 2. Langdell Model for Legal Education ... 3. Business Model Shift to a Referral-Based Service Provider III. Strategic Inflection Points ... A. Identifying and Responding to SIPs ... 1. Step 1: Determine Whether SIP Has Arrived ... 2. Step 2: Analyze and Act with an Outsider’s Objectivity ... B. The Mover Advantage ... C. Navigating through SIPs ... D. Winners and Losers IV. SIP Analysis of Legal Education ... A. Legal Education Ripe for Disruption ... B. The SIP Facing Legal Education ... 1. SIP Indicator: Student Enthusiasm for Legal Education ... 2. SIP Indicator: Funding Changes and Uncertain Economic Outlook ... 3. SIP Indicator: Law Schools Accepting GRE in Lieu of LSAT ... 4. SIP Indicator: Personal, Professional, and Financial Well-Being ... 5. SIP Indicator: Marketplace Dissatisfaction with Graduate Skills in New Landscape of Professional Services ... 6. SIP Indicator: Technological Disintermediation … 7. SIP Response Options: Reinvent or Dig in? ... 8. SIP Reality: Market Will Decide ... C. Planting Seeds for Truly Sustainable Growth ... 1. Build Startup Culture ... 2. Embrace New Technologies ... 3. Scout for Opportunities in Adjacent Markets ... 4. Prepare for a Human-AI Future ... 5. Move and Innovate V. Conclusions Appendix I: T-Shaped Skills for Knowledge Professionals Appendix II: Multimedia Resources Appendix III: Glossary of Key Term