Sentences with phrase «legal service delivery as»

It will treat legal service delivery as an evolving subset of service operations.

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.

Legal issues aside, the tweet could be viewed as a heavy - handed move for a company already under scrutiny after an earlier Medium post by a 25 - year - old employee identifying herself as Talia Jane, who complained of low wages and poor treatment in her customer service role at Yelp food delivery subsidiary Eat24.

- Fantastic Optional Lava Orange Paint plus Lava Orange Roll Cage & Seatbelts - # 6500 Porsche Ceramic Composite Brakes (PCCB)- Delivery Mileage Example - Under Warranty Until January 2019 - Freshly Serviced in April 2018 - UK Supplied The GT3 RS has long been touted as one of the ultimate road - legal track cars offering huge levels of performance and driver involvement to appeal to even the most hardcore enthusiasts.

It is from Apoorva Mehta, who is now a huge Silicon Valley success story as the founder of grocery - delivery service Instacart, but who, earlier in his career, attempted to start a legal networking and crowdsourcing site called Lawford (later called LegalReach).

Service is the delivery of legal documents, such as mail, fax, email, or personal delivery.

As a result, we unknowingly restrict ourselves from unlocking the full benefits of such endeavours, and in turn, the use of alternative legal service delivery models has not reached critical mass.

For this reason, lawyers must establish policies and procedures, and periodically train employees, subordinates and others assisting in the delivery of legal services, in the use of reasonably secure methods of electronic communications with clients, as well as on reasonable measures for access to and storage of those communications.

As Moore further notes «Osler also recommended that legal aid be transferred entirely from the Law Society to a publicly appointed board which might be more open than the lawyers to other innovations in delivery of legal services».

The delivery of legal services does not follow the traditional economics of supply and demand to the same degree as most sectors of the economy.

Says Linna, «Where law schools really have and have had an innovation deficit since the beginning of time is thinking about how we can improve the delivery of legal services; not working in the business as lawyers, but working on our business.

To ensure the cost - effective delivery of legal services, a lawyer in private practice needs to: (1) operate in a skilled and efficient manner; (2) keep accurate records of time and costs; (3) maintain communication with the client as the matter progresses; (4) inform the client is there is a need for change in the arrangements concerning the scope of the work or fees and expenses; (5) bill clients monthly or quarterly, or as arranged, but promptly in accordance with the arrangement; and (6) maintain an internal rate schedule justifiable to the consumer, and review it at least annually.

Her fascination with legal technology and its benefits in the delivery of legal services has led her from her own legal technology consulting firm, through employment as IT director of a large law firm, and, finally, to her current position as a practice management thought leader and founder of the South Carolina State Bar's Practice Management Assistance Program.

As the delivery of legal services becomes more complex and competitive, paralegal roles are expanding.

We apply lean six sigma and process improvement methodologies to the business and practice of law, and use technology such as workflow automation and expert systems to optimize legal service delivery.

The results of my work are measurable as I seek to improve law firm profitability, manage legal spend to achieve corporate goals, and enhance client service delivery.

He has served as Co-Chair of the ELawyering Task Force of the Law Practice Management Division of the American Bar Association and now serves on the Standing Committee on the Delivery of Legal Services of the ABA.

As demand increases and funding struggles, the leaders guiding the support and delivery of legal services to the underserved have recognized that technology can not only help their cause, it can be a game changer in terms of efficiency and outreach.

Another is that they should be using a platform such as — of course — Clio to make the delivery of legal services and the running of a law office as effortless as possible for both the law firm and its clients.

Services such as RocketLawyer and LegalZoom are redefining the infrastructure for the delivery of legal sServices such as RocketLawyer and LegalZoom are redefining the infrastructure for the delivery of legal servicesservices.

I hope that legal coaching will take off as the new trend in legal service delivery, so that all litigants will have access to at least some assistance in their litigation.

For the money they spend, quality matters: 95 % of them rate service delivery and legal advice as the most important factors.

The above solution would establish CanLII as a comprehensive support service in place of the present «handcraftsman's method» of legal services delivery, whereby the same lawyer or group of lawyers perform all stages of the work necessary to delivering the legal service to the client.

Relentlessly creative, curious, and dissatisfied with the status quo in legal services delivery, Mr. Ling was recently recognised as one of North America's Top 10 Innovative Lawyers by The...

Working with, and having several friends who are lawyers in various fields, it is clear to me that there are significant changes occurring related to the delivery of legal services, as well as, the way in which people, companies, and organizations make legal hiring decisions.

The issue stands out for me as one requiring further consideration in that many individuals in the demographic of lawyers that I am most in contact with (solo, small and medium sized firms) consistently demonstrate either a lack of understanding, and / or a lack concern regarding the forces of competition that are changing the delivery of legal services in Canada.

As Ryan McClead points out at 3 Geeks and a Law Blog, «We know what the next great innovations in legal service delivery are, even if we don't know exactly how they are going to work or what they are going to look like.»

An additional pressure, as recorded in respondent comments in the Best Legal Advisers survey, is that some law firms have failed to update their client service delivery model by offering lower fees, alternative or fixed fees, and by implementing more efficient internal procedures.

«As the 15th judge advocate general, my vision of legal service delivery is one that will be very much driven and focused on my institutional clients» needs,» says Bernatchez, whose role involves advising military decision - makers, such as the minister of National Defence, on legal actions touching on military laAs the 15th judge advocate general, my vision of legal service delivery is one that will be very much driven and focused on my institutional clients» needs,» says Bernatchez, whose role involves advising military decision - makers, such as the minister of National Defence, on legal actions touching on military laas the minister of National Defence, on legal actions touching on military law.

Therefore its use by taxpayers as clients should be maximized by facilitating the delivery of legal services provided by their lawyers.

It seems to me that legal service delivery, and client relationships generally, are pretty much the same today as they were 25 years ago.

Satisfaction, however, remained flat at 4.2 points, indicating that while it remains very important to clients (4.5 this year, down from 4.6), it is still not as important as the quality of service delivery and legal advice they receive (clocking in at 4.8 and 4.7 respectively).

In fact, as part of my job with Pro Bono Net, a nonprofit that works with legal aid organizations, pro bono programs, and courts to improve access to justice through increasing volunteerism, collaboration, and effective use of technology, I've had the opportunity to work with Pro Bono Law Ontario and seen how adding technology to their service delivery (both as support for their programs and as information for the general public) has allowed them to be more effective and efficient in their work.

Law firms must do more to improve how they provide services to clients as in - house legal teams say the quality of delivery they receive continues to fall short of expectations, according to Legal Week Intelligence's 2017 - 18 Best Legal Advisers Relegal teams say the quality of delivery they receive continues to fall short of expectations, according to Legal Week Intelligence's 2017 - 18 Best Legal Advisers ReLegal Week Intelligence's 2017 - 18 Best Legal Advisers ReLegal Advisers Report.

The key is to avoid conducting business as usual and to constantly revaluate the delivery of legal services:

The purpose of the Center «is to position the ABA as a leader and architect of the profession's efforts to increase access to legal services and improve the delivery of, and access to, those services to the public through innovative programs and initiatives.»

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 «unbundling legal services and online delivery,» as it's the path towards the «value - chain business model» and opening up service to the latent legal market.

Information as a legal service is a new legal services delivery model that is profitable, scalable, and relatively easy to implement.»

As Head of Innovation and Legal Tech, Kerry plays a key part in the design and utilisation of our Intelligent Delivery approach to legal servLegal Tech, Kerry plays a key part in the design and utilisation of our Intelligent Delivery approach to legal servlegal services.

Quoting Bridgesmith: «As the 2015 Altman Weil Law Firms in Transition survey reveals, law firm leaders from firms of every size understand that the glory days of economic growth in legal service delivery will never return.

As well as promoting the collection and dissemination of knowledge within the firm, the KM team also have a general mandate to be on the look out for technology or services that promote efficiencies or enhance the delivery of the firm's legal serviceAs well as promoting the collection and dissemination of knowledge within the firm, the KM team also have a general mandate to be on the look out for technology or services that promote efficiencies or enhance the delivery of the firm's legal serviceas promoting the collection and dissemination of knowledge within the firm, the KM team also have a general mandate to be on the look out for technology or services that promote efficiencies or enhance the delivery of the firm's legal services.

Known for innovation in its delivery model, it describes itself as a provider of «tech - enabled» legal services.

While these firms are small now, they are chipping away at large firm work by being savvy enough to see the delivery of legal services in a new light, unencumbered by, as one upstart called them, «the barnacles of large law firm practices.»

According to Integreon, «As the delivery of legal services evolves, it's clear that most law firms and corporate counsel require a mix of onshore and offshore support».

Informa - tion technology is central to the success of both private and public legal services delivery, as well as to the substance and method of legal education.

Contrary to Ronnie Fox's belief that these role - holders are «officially sanctioned snitches» who will face penalties if they fail to discharge their responsibilities successfully, we view them as «guardians» of risk management for their firm's delivery of competent legal services.

As these Initiatives unfold, we are increasingly convinced of the interplay between the two: that opportunities, transformations, and cultural shifts engendered by innovation can be leveraged towards positive changes in access to justice, and conversely, that access to justice can grow through, amongst other things, a reinvention of the delivery of legal services.

As any who have done focus groups and met with clients of all shapes and sizes know clients are generally and materially unhappy with many aspects of the delivery of legal services.

Michigan State University College of Law houses LegalRnD which describes itself as «dedicated to improving legal - service delivery and access across the legal industry... through research and development of efficient, high - quality legal - service delivery tools and systems.»