Sentences with phrase «legal operations model»

Not exact matches

While the on - demand ride - hailing app has faced legal woes and thus been made to consider modifying its business model, Khan's decision could end Uber's London operations altogether and ripple to other markets.

Conceived in 2012, Drizly's technology and business model have created a legal framework for enabling licensed retailers to exploit opportunities in e-commerce, digital media, and data - driven marketing and operations.

---------------------------------- Legal Department Optimization White Paper Leveraging a Maturity Model to Achieve Operational Excellence A framework for benchmarking and improving legal department operatLegal Department Optimization White Paper Leveraging a Maturity Model to Achieve Operational Excellence A framework for benchmarking and improving legal department operatlegal department operations.

The DuPont Legal Model — A winning legal process to grow profits, streamline operations and utilize paraleLegal Model — A winning legal process to grow profits, streamline operations and utilize paralelegal process to grow profits, streamline operations and utilize paralegals.

Therefore, traditional law firms — with rare exceptions — may be the last business model in legal services to not have adopted sales operations as essential components of their operations.

Helping control costs while providing access to expertise over internal legal operations is a key component to Agile Legal's service mlegal operations is a key component to Agile Legal's service mLegal's service model.

The Society is making significant adjustments throughout its operations, in preparation for a new model of legal services regulation in Nova Scotia.

He points to the relatively new legal operations section within the Association of Corporate Counsel (ACC) as a «good indication we are in the beginning of the middle» in terms of law departments ascending the CounselLink Legal Department Maturity Mlegal operations section within the Association of Corporate Counsel (ACC) as a «good indication we are in the beginning of the middle» in terms of law departments ascending the CounselLink Legal Department Maturity MLegal Department Maturity Model.

In 2015 alone more than 600 legal tech startups were creating technologies, business models and platforms aiming to improve law firm operations, client acquisition, legal research and access to justice.

Do we want to expand that model by having thousands of small firms consolidated into giant franchise operations, the only difference being that individual clients for the most part can not deduct their legal expenses?

«Hyperion's rapid and sustained growth can be attributed to our innovative expertise model, delivered via structured methodologies by the most experienced legal operations and practice management thought leaders in the business,» said Iffergan.

The creator of The Smarter Legal Model, Trevor uses world - class behavioral and economic transformation techniques to help organizations improve their business performance and make their operations more effective and efficient.

The stated mission according to its website is: «To help legal operations professionals and other core corporate legal industry players (e.g. tech providers, law firms, LPOs, law schools, etc.) optimize the legal service delivery models needed to support the needs of small, medium, and large legal departments.»

As a result, if the legal industry wishes to avoid an impending interest drought, dated pivotal operations, such as the billable hours model, are in crucial need of an overhaul.

Hyperion also underscored some key advantages of the company, «In a direct challenge to the prevailing matter management model, which Onit believes encumbers companies with outsize investments in large applications with features they may not want and won't use, Onit presents a familiar app - based approach to legal operations management by breaking up ELM into individual task - based solutions and processes.»

In its detailed evaluation of Onit, Hyperion underscored some key advantages of the company, «In a direct challenge to the prevailing matter management model, which Onit believes encumbers companies with outsize investments in large applications with features they may not want and won't use, Onit presents a familiar app - based approach to legal operations management by breaking up ELM into individual task - based solutions and processes.»

Consider: (1) the separation from the pack by a few of The AmLaw 200; (2) a recent report by ALM Intelligence revealing that law firms now account for only 25 % market share; (3) changed customer expectations — «faster, better, cheaper» and «more with less»; (4) new competitors — notably the BigFour, in - house departments, and legal service providers; (5) the sustainability of the partnership model for economic, cultural, structural, and succession reasons; and (6) the emergence of legal operations — CLOC and its ACC counterpart — and the distinction between legal practice and delivery.

These UN Security Council resolutions provide the legal basis for the EU naval operation mandated with the task of disrupting the business model of migrant smugglers and human traffickers in the Southern Central Mediterranean: EU NAVFOR MED Operatiooperation mandated with the task of disrupting the business model of migrant smugglers and human traffickers in the Southern Central Mediterranean: EU NAVFOR MED OperationOperation Sophia.

In legal operations, we can adapt this model to provide a useful framework for legal spend management.

Technology has affected legal delivery in several material ways including: how lawyers work; by whom they are employed; provider market share; new delivery models; agile workplaces; the creation of a legal supply chain; an emerging distinction between legal «practice» and «the delivery of legal services» (the business of law and legal operations); and an evolving division of labor among lawyers, other professionals, paraprofessionals, and machines.

The legal guild and its traditional partnership model is being replaced by a digitized corporate delivery model that distinguishes between — and melds — legal practice and legal operations.

He specializes in counting and summing legal things, running operations over those counts and sums, building models to forecast future legal things, and designing visual interfaces for consuming the insight that results.

Love it or loathe it, the SRA's liberalization of legal delivery funding, structure, paths to licensure, and operations has sparked competition, new models, and heightened activity designed to improve legal delivery for the benefit of individual clients and society.

To help legal operations professionals and other core corporate legal industry players (e.g. tech providers, law firms, LPO's, law schools, etc.) optimize the legal service delivery models needed to support the needs of small, medium and large legal departments.

«Just walking the floor at LegalTech, I can't keep track of the legal providers and I try very hard to keep up with what's out there — that's an example of how quickly the times are changing,» said Mary Shen O'Carroll, head of legal operations, technology and strategy with Google Inc., speaking as part of a panel during LegalWeek in New York in January called «Evolution of the Legal Services Delivery Model.&rlegal providers and I try very hard to keep up with what's out there — that's an example of how quickly the times are changing,» said Mary Shen O'Carroll, head of legal operations, technology and strategy with Google Inc., speaking as part of a panel during LegalWeek in New York in January called «Evolution of the Legal Services Delivery Model.&rlegal operations, technology and strategy with Google Inc., speaking as part of a panel during LegalWeek in New York in January called «Evolution of the Legal Services Delivery Model.&rLegal Services Delivery Model.»

Based on defined objectives, these tools provide insight across all matters so legal operations professionals can easily track the progress of cases, counsel and legal bills in real time, evaluate pricing models, technology options and staffing decisions, reuse data for efficiencies, and use data to inform any number of strategic decisions.

In preparation for a new model of legal services regulation in Nova Scotia, the Society is already making significant adjustments to its operations.

Professional Experience United Media — a division of E.W. Scripps (New York, NY) 1988 — 2011 SVP / General Manager — Syndication & Web (2002 — Present) • Outline financial and strategic direction of business operations, directing all aspects of syndication division including sales, editorial, web, customer service, administration and production • Identify, develop and launch unique, valuable IP created by artists, writers and producers, including Dilbert and Big Nate • Negotiate client, talent, licensing and vendor agreements, working closely with in - house and external legal teams • Develop pricing strategies, competitor and market analysis, marketing and business plans for over 200 properties • Manage key talent relationships with IP including Charles Schulz / Peanuts, Scott Adams / Dilbert and Gemstar • Oversee and direct content for first and largest consumer - facing website in industry, comics.com, developing subscription and ad - based models and creating new features including e-commerce, widgets, RSS feeds and animations • Increase revenues, manage expenses, streamline workflows and create team environment to increase productivity, consistently exceeding profitability goals within a declining market segment