Corporate
legal departments often track the status updates and progress of their matters using email and spreadsheets.
Corporate
legal departments often struggle to meet demand for their services, leading to reactionary spending decisions that focus on results regardless of cost.
Law firms and
legal departments often rely on technology to create cost - effective training options.
While
legal departments often hold a certain level of respect and autonomy with the C - suite, it can be a bit of a learning curve in the beginning to find the sweet spot and the right allies for in - house to work their magic, according to a panel of senior in - house lawyers speaking Monday at the Association of Corporate Counsel's Law Department Leadership 2.0 conference in Toronto.
Legal departments often have a reputation for being the naysayers in an organization, and that can translate into business partners being hesitant to engage them early in a conversation about a new project.
Many law firms and
legal departments often turn to me, attorney Roy Ginsburg, to provide skilled outplacement coaching and legal career counseling to their terminated attorneys.
Law firms and
legal departments often hire Warren Forensics to help them prepare cases for trial.
Legal departments often have to scramble to catch up and keep their companies in compliance with ever - changing laws around data...
Not exact matches
«Although the claimant has a
legal obligation to report changes to their circumstances, we
often encounter claimants who quite reasonably assume that this kind of information is shared within and between Government
departments.
Maria Morelli - Wolfe, a lawyer with Greater Hartford
Legal Aid Inc., which last year filed a complaint with the U.S.
Department of Education's Office for Civil Rights on behalf of children with disabilities at the public charter school, said that very
often those students spend too many hours out of the classroom — suspended in school or out of school — because of behaviors they weren't necessarily able to control.
It's not
often we profile a
legal department the way we have in this issue, taking a look at the lawyers who make up the extraordinary team at Toronto Community Housing Corporation.
Corporate
legal departments working with outside counsel
often go through invoices line by line looking for potential overcharges or compliance missteps before payments are made, forcing law firms and
legal departments into standoffs over invoicing.
Survivors of domestic violence or sexual assault
often have complex
legal needs involving protective orders, family law cases, the
Department of Child Services, and a variety of other issues.
While GCs in smaller organizations
often have fewer resources than their counterparts in larger corporate
legal departments, this guide sets out to explain how they too can benefit from
legal tech, without the cost or complexity.
The question he asks the schools is: «How
often have you had a talk from a general counsel or in - house counsel from a
legal department?»
Many large companies have built huge in - house
legal departments which, ironically,
often mimic the large law firms their senior management frequently came from.
How
often should the
legal department say something?
As a
legal department of one, Anderson says he reaches out to external counsel,
often around the world, to help navigate the jurisdictions the organization operates in such as Kenya, Ethiopia, the United Kingdom and China.
A review of the cases in our
department would show Mr Gummer just how
often legal bills are massively increased as a result of the NHS's failure to admit liability at an early stage.
Many will point to «certified» project managers on their staff, but
often such «
legal project managers» are new to the
legal industry or have never worked on a
legal matter before being hired by the law firm or
legal department.
In order to get a company's CEO or COO on board with bringing in technology for in - house counsel, you need to get the CTO and IT
department on board, and
often that requires
legal tech partners to bring in their own implementation team to help with the sometimes lengthy process of getting this new tech up and running.
Indeed, the relationship between the big law
departments and big firms is
often bedeviled by prickly issues relating to power, money, culture, and, ultimately, the foundational question of who controls the corporation's
legal matters.
Lawyers (sell - side) and
legal departments (buy - side)
often have long - standing relationships that are not easy to quantify or put into a scoring matrix.
Many Sales
departments often view
Legal as a «sales prevention
department»: a drag on their productivity, spending too long producing vital paperwork.
:
often following a skills / costs / benefits assessment,
Legal department have outsourced some aspect traditionally managed by in - house lawyers to LPO providers or Alternative providers.
Moreover,
legal spending is
often directed to more long - term concerns, such as future litigation risks, while business
departments may be incentivized to focus on quarterly or short - term results.
He said this is because, inside a large company, the corporate
legal department is
often viewed as a cost center.
Legal departments are
often in search of working with other budget centres to identify new revenue opportunities that will benefit the client overall.
The
legal department budget is
often seen as a major cost centre for many corporations.
Recommendations are
often given to make available on digital service platforms the work of the
legal department and to bundle it on these platforms, provided no specialist know - how is re-quired.
These in - house
departments, consulting firms, and other alternative
legal services are
often fan favorites due to lower costs and improved efficiencies.
Legal departments are
often viewed as cost burdens, not profit centers.
The first thing I recommend regarding technology rollouts is figuring out how much time
legal operations can commit to achieving a successful implementation — because if you can't commit sufficient time to implement the piece of technology,
often the technology is underutilized by the
legal department and ultimately forgotten.
In - house
legal department resources are
often stretched.
Legal operations professionals are often hired to solve one problem in a legal department, but the role quickly evolves into working with legal department leadership (whether a General Counsel or Chief Legal Officer) to address the full range of issues facing the company's legal department's problems that don't involve practicing
Legal operations professionals are
often hired to solve one problem in a
legal department, but the role quickly evolves into working with legal department leadership (whether a General Counsel or Chief Legal Officer) to address the full range of issues facing the company's legal department's problems that don't involve practicing
legal department, but the role quickly evolves into working with
legal department leadership (whether a General Counsel or Chief Legal Officer) to address the full range of issues facing the company's legal department's problems that don't involve practicing
legal department leadership (whether a General Counsel or Chief
Legal Officer) to address the full range of issues facing the company's legal department's problems that don't involve practicing
Legal Officer) to address the full range of issues facing the company's
legal department's problems that don't involve practicing
legal department's problems that don't involve practicing law.
Department leaders are
often surprised when analysis of in - house functions shows how much time is spent on administrative tasks, activities unrelated to
legal advice, and routine work not commensurate with experience level.
Too
often, users ask: «How can I use AI in my
legal department?»
Such cybersecurity best practices, however, are
often not codified in
legal departments» outside counsel guidelines, according to a Gartner and Wolters Kluwer report.
When
legal departments move to an automated, centralized system for receiving, tracking, and executing service requests, they can
often cut costs while significantly improving their customer satisfaction.
Too
often forgotten in the
legal world is finances, making sure that the
legal department is a profitable part of the business.
In - house counsel
often see technology as an opportunity to raise efficiency however several myths exist that prevent many from implementing software in their own
legal departments.
Often someone at a GC level at a smaller company needs to take a step or two down to move to a larger company with a larger
legal department.
Lawyers are ideally suited to answering these questions, which is why they can move from contract review
departments in law firms —
often seen as a dead end for one's career — to
legal compliance
departments for companies.
Where a company has groups of lawyers reporting to a business unit, such as Nokia and its eight
legal departments each headed by a «Vice President, Legal,» then the company often distinguishes the top lawyer with the sobriquet «Chief Legal Officer.&r
legal departments each headed by a «Vice President,
Legal,» then the company often distinguishes the top lawyer with the sobriquet «Chief Legal Officer.&r
Legal,» then the company
often distinguishes the top lawyer with the sobriquet «Chief
Legal Officer.&r
Legal Officer.»
One question we
often receive from corporate
legal departments surrounds the security provisions within AdvoLogix and how attorney - client privileged materials are protected in the cloud.
Our clients range from major international law firms to small,
often first generation, independent firms and with
legal departments ranging from hundreds of lawyers across multiple locations to a small team in one location.
Analyzing Processes to Identify and Eliminate Waste:
Legal Departments are busy and those in it can
often only play fire - fighter in a reactive mode.
Public sector
legal departments are bustling with activity, but attorneys and office staff are
often faced with limited resources to meet a growing and wide variety of different needs and priorities.
Custom - built software solutions
often end up being more costly and taking more time to develop than initially predicted, causing a public sector
legal department to wait for months or even years for a costly system that may not meet their needs.
The
legal department around the world
often functions via lawyers operating in local jurisdictions with differing and sometimes conflicting standards or awareness of the top - line business agenda.