Sentences with phrase «into legal service delivery»

There are absolutely law departments who have successfully incorporated managed services into legal service delivery.

Not exact matches

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Posts cover breaking news about large law firm mergers, significant partner moves and leadership changes, law firm bankruptcies, insights into how technology is changing the delivery of legal services, how in - house counsel are approaching their work and the ways in which litigation and new regulations are changing the legal business landscape.

In early 2015, Linna started what is now a 38 - school «law school innovation index» to measure the extent to which law schools have incorporated legal service delivery innovation and technology disciplines into their curriculum.

The ReInvent Law Laboratory was created by MSU Law professors Daniel Martin Katz and Renee Newman Knake in early 2012 with a goal of incorporating the innovation of law, technology, design, and delivery into the legal services industry.

By importing empathy into law firms, by seeking to build «Easy Buttons» for practice problems that affect the delivery of legal services to clients, technology, knowledge management, finance, accounting, marketing and other professionals can begin to arm law firms for the competition that will inevitably ensue in the legal marketplace.

Perhaps the legal services model based on delivery by partnerships, based on inefficiencies built into the billable hour and fueled by bloated staffing and processing should die and be replaced by a new model entirely.

Looking for a quick entry point into the Canadian Bar Association «s «Futures: Transforming the Delivery of Legal Services in Canada ``?

The online delivery of legal services will continue to develop into innovative models that we can only imagine at this point.

Services such as Rocket Lawyer and LegalZoom are turning automated document assembly and online decision trees into an entirely new infrastructure for the delivery of legal sServices such as Rocket Lawyer and LegalZoom are turning automated document assembly and online decision trees into an entirely new infrastructure for the delivery of legal servicesservices.

The practice of law has morphed into the delivery of legal services that requires legal, technological, and process / project management expertise.

Allowing ourselves to opt into or out of the responsibility to stay fully informed on the content of the law and best practices of legal services delivery suits our convenience just fine, but does nothing for the interests of clients or community.

The promise of innovative approaches to legal service delivery for the benefit clients has been regulated into obscurity.

With this funding, legal aid organizations have built a network of websites serving both attorneys and clients nationwide, developed easy - to - use online forms, incorporated video technology into service delivery, and enhanced support for pro bono lawyers.»

The Law School Innovation Index measures the extent to which law schools have incorporated true legal - service delivery innovation and technology disciplines into their curriculum.

Managing partners and members of executive committees in the more financially and professionally successful law firms that are organized into substantive departments and / or practice groups for the delivery of legal services strongly support the concept of having practice leaders assume a major role in their firm's efforts to: (1) increase the productivity levels of all timekeepers within their practices, (2) increase the economic contribution of their practices to the firm and (3) assume primary responsibility for communications to and from members of their practices about firm economics, priorities and business issues, as well as practice growth and client development initiatives.

[2] While the topics of those meetings varied, their principal focus was to discuss the obstacles that individuals and businesses face in obtaining legal services and to share ideas and experiences with respect to existing and proposed innovations in the delivery of legal services and in legal education (for example, the use of technology to streamline court processes and / or assist unrepresented litigants, [3] prepaid legal service plans, [4] limited scope legal services, [5] inclusion of technology - focused courses in a law school curriculum, [6] and a single point of entry into the justice system [7]...).

Part workshop», Legal Lean invited participants to explore new legal technologies and new models of legal service delivery and to contemplate how innovators are and can tap into that 800 billion dollar emerging maLegal Lean invited participants to explore new legal technologies and new models of legal service delivery and to contemplate how innovators are and can tap into that 800 billion dollar emerging malegal technologies and new models of legal service delivery and to contemplate how innovators are and can tap into that 800 billion dollar emerging malegal service delivery and to contemplate how innovators are and can tap into that 800 billion dollar emerging market.

For context, we'll do a deep dive into the current state of the legal profession, to understand the range and scope of service delivery challenges faced across the spectrum, from access to justice challenges to BigLaw struggles, and everything in between.

A JD course falls into this category if its primary purpose is to provide significant instruction in at least one of the following legal - service delivery innovation and technology disciplines.

We have almost no visibility into the effectiveness of legal service delivery, which is crippling from a process improvement or redesign standpoint.

Lawyers around the world are talking about it, law firms and legal companies are winning awards for it, and clients are choosing law firms that incorporate it into their marketing and service delivery.

Lawyers have trouble grasping how much waste is built into current legal service delivery processes.

The Centre's approach is consistent with a number of principles found in A2JBC's Framework for Action, by applying a user - centred approach that takes into consideration the child's own views and preferences; by exploring alternative modes of legal service delivery, such as unbundled services; and by reducing financial barriers to accessing legal help for those who need it.

While the toolkit serves as an excellent roadmap for a legal operations career, it also offers tremendous insight into the legal - service delivery skills that clients value.

Zust leads Bryan Cave's research into new technologies and development of technology - augmented solutions to deliver efficient, cost - effective service to clients that improve the legal service delivery model.

To improve the delivery of legal services, innovation in law must take into account the conflicting silos of law schools, legal practice and legal technology.

The program is split into two parts: We start with the «Legal Access Innovation Curriculum», which is a series of eight webinars training sessions over a two - day period designed to educate fellows on the changing landscape of the delivery of legal servLegal Access Innovation Curriculum», which is a series of eight webinars training sessions over a two - day period designed to educate fellows on the changing landscape of the delivery of legal servlegal services.

A solidly worded paragraph 18 of Delivering Justice on effective and equitable justice service delivery morphed into a blabbering paragraph 14 of the Declaration emphasizing the right of equal access to justice for all (making me ask: what legal value does «emphasizing» a right have?)