Richard Susskind poses an essential question: “What we are training the next generation of lawyers to become?” And his answer—a combination of trusted advisor and master technologist and project manager—is certainly what we see demand for in our practice today, never mind tomorrow. I would add two observations. First, in a world of increasing specialization, tomorrow's lawyers need an understanding of both data mining and the boardroom, but they are likely to be expert in one or the other. Second, we must not lose sight of social impact. At the same time we are experiencing unprecedented innovation in the practice of law, society's need for lawyer—to bolster the rule of law and to consider all of the ethical issues that that technology raises—has never been greater. We must equip and inspire the next generation to tackle these issues as well. All of these needs place a premium on teamwork. If I were to levy a critique on Susskind's work, it's that he undervalues how important good old-fashioned teamwork and collaboration are in adapting to rapid social and industry change. We really should re-examine the individual contributor model of law school. That said, we cannot hand off all responsibility for developing the next generation to law schools. They can contribute immensely, particularly, by collaborating with business, engineering and design schools to enhance the curriculum and experience, but the contributions of law firms and corporate legal departments, who are on the front line, will be equally essential.

» Law Firm Leaders React to Susskind's Take on Legal Education's Future