approach, enabling lawyers to be freed up to focus on the more complex and higher-value work.We are [also] investing in machine learning to identify and extract concepts and clauses in contract collections. We combine our legal expertise with this cutting-edge contract analysis technology to create an enhanced contract review process for our clients.The review of contracts is expedited through the use of recognised standard provisions and learnt customised provisions. The tool also provides the ability to work deeply with a single contract or line of sight across a contract portfolio.Ms Mahoney says KWM is also focusing on digital and analogue (DnA) smart contracts and has developed a world-first smart contract framework that involves both digital and analogue terms. This maximises the efficiency gains of smart contracts but allows for situations in which human input from a lawyer is needed, to avoid unintended consequences.On top on this, Ms Mahoney the firm uses a crowdsourcing platform to support ideation.The investment in an innovation management platform has enabled everyone at the firm to be able to share their ideas, have a voice and help shape the future of the firm, she says.The impact of this platform has been truly transformational, enabling the crowd to make decisions on the priorities and initiatives which are suggested via the platform, with the entire firm playing an active role in designing its future.Big winsWhile it is not without its challenges, firms that are adapting to the digital era prove that technology and the business of law can work hand in hand, providing enormous benefits both internally and externally.Crowdsourcing has taken [the] hierarchy out of idea value by giving everyone in the firm a voice and allowing ideas to be given oxygen and evolve into real projects, says Ms Mahoney.It has helped us to identify new ways of working or new products to take to market to create efficiencies in the work we are doing now.Most ideas are about doing things better or more efficiently and trying new ways of working. It is also delivering real value for our clients. We have crowdsourced ideas for clients to provide them with concepts that can [boost] their business.Mr Adler says each of the technologies MinterEllison has adopted has improved internal efficiencies, while increasing effectiveness from both a client and a business perspective.From an internal perspective, workflow is finely tuned and automated where possible, he says.From a client and business perspective, risks are reduced simply because machines make fewer mistakes than humans following repeatable workflows, and transparency on client work is improved via key matter-related data being reported back to clients in real time.Culturally, weve seen adoption rates continue to rise rapidly as our internal teams experience the tangible benefits of these technologies, transforming how they practice and service their clients.Likewise, adopting key digital measures has seen Allens bolster its client-centricity, agility and collaboration, according to Ms Patterson.Technological advances are driving improved client engagement and the development of new conversations with our clients, she says.This also leads to cost efficiency for clients. Our lawyers work in multidisciplinary teams with technologists, project managers and