Sentences with phrase «impact on the business management»
The process of conversion also has a significant impact on the business management function within a new academy, including challenges associated with accounting and reporting, concerns about insurance or other back office issues.
http://www.educationbusinessuk.net/ Not exact matches
A way to get this straight in your mind is to take your job description, and match it to the persona of your ideal employee; the impact you want them to have on the business; and your own management style.
New risks emerge from time to time and it is not possible for management to predict all such risk factors or to assess the impact of such risks on our business.
When Chicago lawyer Marvin Bower rescued what was then an accounting and engineering firm from near bankruptcy in 1939 and proceeded to invent the discipline of management consulting, he enshrined a set of commandments that guides McKinsey to this day: put client interest above firm profits; speak truth to power no matter the consequences; our work must have real impact on the client's business; take client secrets to the grave.
Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).
Meanwhile, it said the company's clients, business partners and shareholders «can be assured that the bank's decision has no impact on the management of CI or the strong fundamentals of its business,» noting that it has been posting «record gross sales and its best net sales in over a decade, with strong results across all distribution channels.»
With Dr. Ramkumar Janakiraman, a management professor at Texas A&M, Yli - Renko surveyed 180 young, technology - based firms operating in business - to - business markets in the UK, and asked: How does dependence on a key customer impact the firm's customer portfolio growth?
These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.
This announcement contains forward - looking statements, including statements about the expected impact of the Braintree acquisition on PayPal's and eBay's financial and operating results and business, the operation and management of Braintree after acquisition, the anticipated timing of the closing of the acquisition, PayPal's projected mobile payments volume, and Braintree's projected payments volume and mobile payments volume.
The statements contained in this press release include forward - looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, including, without limitation, statements regarding the company's or management's expectations regarding the business, as well as events that could have a meaningful impact on the company's revenues and cash resources.
Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.
Management uses these non-GAAP financial measures to assist in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's core oManagement uses these non-GAAP financial measures to assist in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's core omanagement believes do not directly reflect the Company's core operations.
Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.
Organic Net Sales is a tool intended to assist management in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's core operations.
At Harvard Business School, Kevin is an executive leadership coach for C - suite participants on the «Advanced Management Program» to support personal and experiential learning, team development and cultural fit for leaders seeking to accomplish their personal impact goals.
Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.
Management uses these non-GAAP financial measures to assist in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's underlying oManagement uses these non-GAAP financial measures to assist in comparing the Company's performance on a consistent basis for purposes of business decision making by removing the impact of certain items that management believes do not directly reflect the Company's underlying omanagement believes do not directly reflect the Company's underlying operations.
7:00 p.m. Keynote Address Bruce Flatt, CEO Brookfield Asset Management Topic: «REAL ASSETS: The Place to Be» Takeaways: The real asset industry and where it is headed; value investing in real assets; Brookfield's competitive advantages of scale, global reach and operating capabilities; and technology and its impact on the business.
By: Dylan Slater 23rd February 2018 Of all the trends impacting on the mining industry, none will be as critical as digitalisation, says power management and automation systems Schneider Electric South Africa mining, minerals and metals (MMM) Africa business VP Wilhelm Swart.
When a well - run business applies its vast resources, expertise, and management talent to problems that it understands and in which it has a stake, it can have a greater impact on social good than any other institution or philanthropic organization.
Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.
The report finds makes a list of recommendations for business, industry, professional bodies and government, namely: Construction businesses · Focus on better human resource management · Introduce and / or expand mentoring schemes · Boost investment in training · Develop talent from the trades as potential managers and professionals · Engage with the community and local education establishments Industry · Rally around social mobility as a collective theme · Promote better human resource management and support the effort of businesses · Promote and develop the UK as an international hub of construction excellence · Support diversity and schemes that widen access to management and the professions · Emphasise and spread understanding of the built environment's impact on social mobility Professional bodies and institutions · Drive the aspirations of Professions for Good for promoting social mobility and diversity · Support wider access to the professions and support those from less - privileged backgrounds · Promote and develop the UK as an international hub of construction excellence · Emphasise and spread understanding of the built environment's impact on social mobility · Provide greater routes for degree - level learning among those working within construction Government · Produce with urgency a plan to boost the UK as an international hub of construction excellence, as a core part of the Industrial Strategy · Provide greater funding to support the travel costs of apprentices · Support wider access to the professions and support those from less - privileged backgrounds · Place greater weight in project appraisal on the impact the built environment has on social mobility The report is being formally launched at an event in the House of Commons later today.
Dr. Bawumia also outlined government's failures in the management of interest rates and its impact on businesses and the banking sector, the energy sector among others.
Mary Whiteside, interim chair of Information Systems and Operations Management within UTA's College of Business, emphasized that this research forms an integral part of UTA's strategic focus on data - driven discovery within the Strategic Plan 2020: Bold Solutions Global Impact.
The slides analyse the role of the product life cycle and the Boston matrix and evaluate the impact of extension strategies on a business and how the Boston matrix can be used in the management of a firm's product portfolio.
«Excellence Award winners symbolize the power and impact that Human Capital Management practices can have on a business or on any organization,» said Rachel Cooke, Chief Operating Officer of Brandon Hall Group and head of the awards program.
Last week, I spent some time reading through the Global Human Capital Trends 2016 Report by Deloitte, which includes facts based on the responses of 7,000 HR and business leaders from 130 countries worldwide, and went through the High - Impact Talent Management study results by the same firm.
The impact of post-election funding on school business management is a cause for concern.
If you're in the process of adopting a Learning Management System or switching to a new solution, there's a good chance you need a clear way to prove the Return On Investment (ROI), and business impact of your technology.
Allegheny Intermediate Unit (aiu3) Alliance for Excellent Education (AEE) American Alliance of Museums (AAM) American Association of Classified School Employees (AACSE) American Association of Colleges for Teacher Education (AACTE) American Association of Community Colleges (AACC) American Association of School Administrators (AASA) American Association of State Colleges & Universities (AASCU) American Council on Education (ACE) American Counseling Association (ACA) American Educational Research Association (AERA) American Federation of School Administrators (AFSA) American Federation of State, County, and Municipal Employees (AFSCME) American Federation of Teachers (AFT) American Institutes for Research (AIR) American Library Association (ALA) American Medical Student Association (AMSA) American Occupational Therapy Association (AOTA) American School Counselor Association (ASCA) American Speech - Language - Hearing Association (ASHA) American Student Association of Community Colleges (ASACC) Apollo Education Group ASCD Association for Career & Technical Education (ACTE) Association of American Publishers (AAP) Association of American Universities (AAU) Association of Community College Trustees (ACCT) Association of Jesuit Colleges & Universities (AJCU) Association of Public and Land - grant Universities (APLU) Association of Public Television Stations (APTS) Association of School Business Officials International (ASBO) Boston University (BU) California Department of Education (CDE) California State University Office of Federal Relations (CSU) Center on Law and Social Policy (CLASP) Citizen Schools Coalition for Higher Education Assistance Organizations (COHEAO) Consortium for School Networking (COSN) Cornerstone Government Affairs (CGA) Council for a Strong America (CSA) Council for Exceptional Children (CEC) Council for Opportunity in Education (COE) Council of Chief State School Officers (CCSSO) Council of the Great City Schools (CGCS) DeVry Education Group Easter Seals Education Industry Association (EIA) FED ED Federal Management Strategies First Focus Campaign for Children George Washington University (GWU) Georgetown University Office of Federal Relations Harvard University Office of Federal Relations Higher Education Consortium for Special Education (HESCE) indiCo International Society for Technology in Education (ISTE) Johns Hopkins University, Center for Research & Reform in Education (JHU - CRRE) Kent State University Knowledge Alliance Los Angeles Unified School District (LAUSD) Magnet Schools of America, Inc. (MSA) Military Impacted Schools Association (MISA) National Alliance of Black School Educators (NABSE) National Association for College Admission Counseling (NACAC) National Association for Music Education (NAFME) National Association of Elementary School Principals (NAESP) National Association of Federally Impacted Schools (NAFIS) National Association of Graduate - Professional Students, Inc. (NAGPS) National Association of Independent Colleges and Universities (NAICU) National Association of Private Special Education Centers (NAPSEC) National Association of School Psychologists (NASP) National Association of Secondary School Principals (NASSP) National Association of State Directors of Career Technical Education Consortium (NASDCTEc) National Association of State Directors of Special Education (NASDSE) National Association of State Student Grant & Aid Programs (NASSGAP) National Association of Student Financial Aid Administrators (NASFAA) National Center for Learning Disabilities (NCLD) National Center on Time & Learning (NCTL) National Coalition for Literacy (NCL) National Coalition of Classified Education Support Employee Unions (NCCESEU) National Council for Community and Education Partnerships (NCCEP) National Council of Higher Education Resources (NCHER) National Council of State Directors of Adult Education (NCSDAE) National Education Association (NEA) National HEP / CAMP Association National Parent Teacher Association (NPTA) National Rural Education Association (NREA) National School Boards Association (NSBA) National Student Speech Language Hearing Association (NSSLHA) National Superintendents Roundtable (NSR) National Title I Association (NASTID) Northwestern University Penn Hill Group Rutgers, The State University of New Jersey School Social Work Association of America (SSWAA) Service Employees International Union (SEIU) State University of New York (SUNY) Teach For America (TFA) Texas A&M University (TAMU) The College Board The Ohio State University (OSU) The Pell Alliance The Sheridan Group The Y (YMCA) UNCF United States Student Association (USSA) University of California (UC) University of Chicago University of Maryland (UMD) University of Maryland University College (UMUC) University of Southern California (USC) University of Wisconsin System (UWS) US Public Interest Research Group (US PIRG) Washington Partners, LLC WestEd
It is not possible for the management of Barnes & Noble Education to predict all risks, nor can Barnes & Noble Education assess the impact of all factors on its business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward - looking statements Barnes & Noble Education may make.
My GigaOM and paidContent colleagues Jeff Roberts and Laura Owen have written about the details of the judgement itself, and also about the potential impact on Apple and the ebook business as a whole, but what really interests me is the broader landscape in which the lawsuit sits, and how much of that has been determined by the digital - rights management infrastructure the Big Five publishers put in place.
The impact on earnings appears insignificant, at least initially, but it now focuses management exclusively on the higher margin cheese & nutritional businesses.
We accomplish this by: 1) re-routing service activities to available locations across the country; 2) relocating impacted businesses to recovery locations, as needed; 3) designing our technology and systems to support the recovery processes for critical business functions; 4) designating a crisis management team and recovery leaders responsible for activating and executing on the business continuity plan; and 5) adopting a communication plan to ensure that relevant updates are provided to our employees, customers, regulators and other key stakeholders.
7:00 p.m. Keynote Address Bruce Flatt, CEO Brookfield Asset Management Topic: «REAL ASSETS: The Place to Be» Takeaways: The real asset industry and where it is headed; value investing in real assets; Brookfield's competitive advantages of scale, global reach and operating capabilities; and technology and its impact on the business.
Since 2013, the subcommittee has orchestrated several successes and positive outcomes, some of which include: • Collaborating with the PIJAC Zoonosis committee to update the Healthy Herp Handling poster promoting healthy reptile and amphibian handling practices; develop the Zoonotic Disease Prevention Series for Retailers; draft informative store signage on how to prevent zoonotic diseases; participate in meetings on rodent and reptile disease transmission with the Centers for Disease Control; and produce and revise best management practices (BMP) documents; • Collaborating with the United States Association of Reptile Keepers on past and current attempts to pass legislation, ordinances, and regulatory activity that may impact herp ownership and related businesses; • Attending Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) meetings with reports and summary of actions affecting import and export of reptiles; • Addressing the 2013 Center for Biological Diversity petition to list 53 herp species under the Endangered Species Act; • Reviewing and commenting on the recent US Fish and Wildlife status review on the proposal to list wood turtles under the Endangered Species Act; • Submitting comments on proposed listing of flat - tailed tortoise and spider tortoise under the Endangered Species Act; • Introducing federal legislation in 2013 to allow for the export of certain constrictors listed as injurious in air shipments with aircraft that land in a state for refueling; • Providing volunteer support for auctions at 2013 National Reptile Breeders Expo and several North American Reptile Breeders Conferences; • Providing extensive consultation on constrictor caging standards in Ohio.
«In part because of the Pfizer - AVMF scholarship, I was able to begin research this summer on the challenges veterinary students face and how a variety of factors — including Veterinary Business Management Association (VBMA) and other vital programs for veterinary school curricula — impact their success after graduation,» said 2012 scholarship recipient Tammy J. Oseid, a University of Minnesota DVM / MPH class of 2014 student.
Solis studies the impact of emerging technologies on business, marketing and culture and, in his role as Principal Analyst at Altimeter Group, advises companies on marketing strategy and change management.
The «Management, Discussion & Analysis» (MD&A) component of Regulation S - K requires fossil fuel companies to identify the material legal, technological, political and scientific trends that may affect their businesses and discuss the impact on the company's financial condition and results of operations.
Gary Schnitkey, Darrel Good, and Paul Ellinger, «Crude Oil Price Variability and Its Impact on Break — Even Corn Prices,» Farm Business Management, 30 May 2007; 2006 grain used for ethanol from U.S. Department of Agriculture (USDA), Economic Research Service (ERS), Feed Grains Database, at www.ers.usda.gov, updated 28 September 2007; 2006 grain harvest from USDA, Production, Supply and Distribution, electronic database at www.fas.usda.gov/psdonline, updated 12 September 2007; 2008 ethanol requirement from Renewable Fuels Association, «Ethanol Biorefinery Locations,» at www.ethanolrfa.org, updated 28 September 2007; 2008 grain harvest from Interagency Agricultural Projections Committee, Agricultural Projections to 2016 (Washington, DC: USDA, February 2007).
Carbon Tracker welcomes the Task Force's recognition that meaningful investor engagement with boards and management on climate risks requires more informed discussion about how these risks may impact a business.
This article discusses the changes and analyzes the impetus for them and the potential impact they could have on Ontario businesses, their management and leaders, and even workers, going forward.
More than half of SMEs (56 %) say they have felt no impact on levels of business from the UK's decision to leave the EU, according to the Close Brothers Business Barometer, a quarterly survey of UK SME owners and senior management across a range of sectors and business from the UK's decision to leave the EU, according to the Close Brothers Business Barometer, a quarterly survey of UK SME owners and senior management across a range of sectors and Business Barometer, a quarterly survey of UK SME owners and senior management across a range of sectors and regions.
A global study from Veritas Technologies, the leader in information management, has revealed that 86 % of organizations worldwide are concerned that a failure to adhere to the upcoming General Data Protection Regulation (GDPR) could have a major negative impact on their business.
Andrew Henderson, who has more than 15 years of experience as a financial services lawyer, has been advising debt fund Stone Harbor Capital on the impact of Brexit for its business, including the loss of marketing and management passports under the AIFMD, and has also provided strategic advice on its post-Brexit options.
Our BC Family Business Valuation Lawyers will make sure all tax discounts, disposition costs, latent taxes, contingencies, outstanding debts for unpaid management contributions, impact of estate freezes and calls on the company income are properly consider by business valuators, mediators andBusiness Valuation Lawyers will make sure all tax discounts, disposition costs, latent taxes, contingencies, outstanding debts for unpaid management contributions, impact of estate freezes and calls on the company income are properly consider by business valuators, mediators andbusiness valuators, mediators and judges.
IRIS Legal today announced an offer to all 2e2 legal sector clients to move their hosted and break - fix solutions to the award winning IRIS Legal service, irrespective of the practice management software they use, to keep their business up and running and minimise risk and potential impact on the firm.
Maria Zadarko (photo right), Executive Business Development for ContractExpress in Canada, will share more about modern digital document drafting and the positive impact it has on your Knowledge Management library!
We also advise clients on asbestos risk management considerations, regulatory standards, and changes to the law that could impact how they conduct business.
From project management skills to modern business methods and design thinking, lawyers must adapt in order to survive the impact that the disruption of traditional legal services will have on the legal profession.