Sentences with phrase «most traditional firms»

Most traditional firms want to be able to get all sides of the transaction, so that's how they operate their company.

Actually, even the most technophobic of lawyers at the most traditional firms can benefit from legal technology if you think more about what will help the work that we do.

Not exact matches

«We have different networks than the traditional firms on Sand Hill Road,» says Fonstad, referring to the nearby street where the bulk of the most established VCs are headquartered.

Most robo advisory firms charge between 0.15 % and 0.5 % as an annual asset management fee — a bargain compared to the 1 - 3 % which many traditional advisors currently charge.

yes whilst that might be the most popular name for a child by the numbers it is also a VERY common traditional name whereas in the «Euro» UK their is no such firm traditional name....

Writing in The Times, Henrietta Royle, chief executive of the coaching and strategy consultancy firm Fanshaw Haldin, made the point that while most Conservatives have no difficulty with equality for gay people, «a significant chunk of the party's core supporters clearly doesn't think that has to include redefining the traditional concepts of marriage to suit a small portion of the population without so much as a by your leave».

Most of the traditional Tory strongholds have held firm.

The challenge is that most traditional law firms have other goals.

The latest teaser image via the firm's Facebook page also confirmed the car will wear Morgan's traditional exterior body styling, bearing most resemblance with the Aero 8 sports car (read the Aero 8 buying guide here).

It's vitally important to remember that most people have not considered the immense difference between a world seen through the lens of a traditional relational database system and a world seen through the lens of a Hadoop Distributed File System.This paper broadly describes the cultural challenges that accompany efforts to create and sustain big data initiatives in an evolving world whose data management processes are rooted firm...

At most firms, you simply transfer the balance from the Traditional IRA to the Roth IRA.

For most of us, the price savings offered through internet investing is the single biggest reason to switch from traditional brokerage firms.

Most buy some combination of cable television, wireless - communications, and communications - equipment firms as well as traditional phone companies.

For reporting purposes, most IRA firms prefer that you roll the 401 (k) funds into a Rollover or Traditional IRA and then convert to the ROTH from there.

Most often, small associations lack the financial resources to hire a full - time staff, and while a traditional association management company (AMC) can be a viable option, these firms often lack experience in the veterinary profession... and with nonprofits.

Qualified studios can submit their projects HERE: www.interactivegamingventures.com «Traditional private equity and venture firms appreciate the 100 billion dollar size of the gaming industry, but most lack the understanding and the comfort level to invest in it,» said Jack Tretton, Managing Partner, Interactive Gaming Ventures.

The difficulty with this observation is that the required work hours of most traditional law firms make it difficult for them to retain large numbers of women, who still generally shoulder more child rearing responsibilities.

Millennials come to the table with a set of expectations that are very different from most traditional law firm clients.

They can see much further into the future than most lawyers; they endure sleepless nights worrying about the storage and security of big data; and they are typically fascinated by the potential of artificial intelligence to disrupt the traditional law firm business model.

Most law firms, for example, opt for bold and traditional over bright and flashy, as they typically aim to establish a sense of professionalism and authority in their branding.

lawyers disagree about PPC's effectiveness, regardless of its price; some firms are doing just fine using traditional referral channels, getting most of their cases from past clients and other attorneys.

Of course, most of it is just talk so far, and precious little action, as law firms cling to their traditional ways.

Similar to most of Outside GC's venture - backed clients, Prelert had an existing relationship with a traditional law firm, but the company understood that using them for a high volume of contract work would not be cost - effective or efficient.

Most big law firms stick to the traditional model of full - time on - site lawyer careers, regardless of your personal circumstances.

Two of the most popular methods are 1) a completely web - based virtual law office providing limited scope representation to online clients or 2) a virtual law office that has been integrated into the practice management methods of a traditional law firm structure.

One of the strangest habits of traditional law firms (which really means most law firms, if we're being honest) is the tendency to take one of the firm's most productive lawyers out of a practice he or she loves and appoint that lawyer to manage the firm.

By now most attorneys are familiar with virtual law offices, whether they are completely web - based or integrated into the structure of a traditional law firm.

In most instances, firms request job applicants from traditional universities rather than considering candidates from a broader academic base.

They are employing qualified lawyers, who are not necessarily the most expensive, to perform legal work in a quality, efficient and cost - effective manner, as opposed to referring all legal work requiring outside assistance to their «traditional» law firm.

Clients (and most attorneys) would prefer flat fees and value - based pricing models, but the high overhead costs of maintaining a traditional law firm makes it challenging to implement.

It found that most law firms continue to rely on traditional billing for the majority of their work, and law firms are on whole less delighted with alternative fees than the corporate law departments they serve.

Most of my discussion with the reporter focused on the larger issue, which is the economic misalignment between traditional firms and their corporate clients.

Fixed fees (or, crucially, flexible fixed fees) have typically been used by UK nationals and heavyweight regionals - but even the most traditional of London firms are finding they need to be more imaginative as it becomes increasingly difficult to access the levels of work enjoyed in the past.

However, in 2016, even the most aggressively traditional law firms can not entirely avoid technology.

But changes in consumer technology adoption, business technology systems, legal industry demographics, consumer demographics, and the underlying global economy will, in the next 10 years, disrupt even the most «traditional» law firms.

This should be worrisome to most traditional law firms.

Also, while there may be some crossover in functionality, it's important to note that a CRM serves a very different purpose from the traditional case management software that most law firms are using.

More privately and publicly owned businesses are «shopping around» to retain high quality attorneys in smaller and midsized firms — who are not necessarily the most expensive — as an alternative to referring all of their legal work requiring outside assistance to their «traditional» larger firms.

They are in the minority, though, according to the report, which said that «most firms have made progress with more traditional digital technologies like mobile apps and client collaboration tools, but adoption of more cutting - edge technologies like artificial intelligence and robotic process automation is still immature».

Lawyers in most firm environments, and certainly in traditional partnerships are not employees.

Unlike most traditional legal recruiters, apps such as Route1 can offer access to international job markets, enabling UK firms to hire talent from Australia, New Zealand and South Africa.

As a result, most big firms engage in a traditional style of litigation, which is fairly predictable.

To believe that lawyers are going to take the time to manually upload documents to a central server and create a document «profile» as most traditional DMS systems require in order to successfully store, archive and retrieve files is a great disconnect between software engineers and designers at traditional DMS companies and law firms.

It is inevitable that even in the most traditional and conservative of law firms and in - house legal departments, we'll see increased willingness to turn to AI rather than relying solely on humans for legal analysis and services.

As we all know, the traditional law firm business model has been under tremendous pressure to change (although many in the industry don't realize the full extent or urgency of the phenomenon, in my view), and change takes time in most law firms.

The real cause is that most front - line purchasers of corporate legal services (in - house lawyers) care more about what traditional suppliers (law firms) can offer them (strong personal relationships, a reliable brand, routine buying processes, and a familiar culture) than what they can offer the enterprise.

The most challenging tactical issue was getting a large law firm to embrace social media, blogging and real - time conversations with readers — especially in a lighter, more narrative format than is traditional for most legal articles and online presence.

If law departments treat ALSPs (or in - house teams) as lower cost substitutes for traditional law firms, they will encounter most of the same issues that engender their dissatisfaction with traditional law firms — and, likely, additional issues since the ALSPs are not designed to fill the law - firm role.

The upshot of all of this upheaval is that legal work has become disaggregated, with significantly bolstered in - house teams acting as de facto project managers to a host of legal and resource providers, with the traditional law firm just one constituent part — albeit, in many cases, the one doing the most complex, more profitable work.

How can people be expected to be creative, strategic and innovative in the traditional tiny boxes that make up most law firms?