The concentration offers an array of courses and experiences that will better prepare students for both traditional and non-traditional legal employment. Traditional employers (such as law firms) increasingly need lawyers who not only have traditional legal knowledge and skills, but who are also familiar with innovative processes and technologies. For example, an increasing number of firms want to take advantage of cloud computing, employ a knowledge management system, use social media for investigations and marketing, engage in cost-effective electronic discovery, incorporate insights about project management, develop automated document assembly procedures, use law practice management software, understand metrics for the efficient delivery of legal services, and create a virtual version of their law firms. Law firms also are paying closer attention to lawyers technological skills and their ability to innovate. One reason is that sophisticated corporate clients are demanding technological competence, recognizing that a lack of proficiency adds time and expense to legal matters. For example, one large company Kia Motors America recently began conducting technology audits of outside counsel to ensure they use available technology efficiently. (Suffolk's Institute on Law Practice Technology and Innovation is automating and enhancing this audit at the request of our partner Casey Flaherty, the corporate counsel at Kia who developed the audit.) Another reason is that firms are increasingly experimenting with alternatives to the billable hour (i.e., alternative fee arrangements or AFAs, such as flat fee agreements). AFAs provide a stronger incentive for lawyers to be efficient, because firms make more money when their lawyers spend less (rather than more) time delivering high quality legal services. These efficiencies can be achieved through the appropriate use of law practice technology and other innovative practices.