Sentences with phrase «legal service delivery processes»

In addition to providing a framework for understanding current legal service delivery processes, the theoretical discussions should serve as a basis for students to identify areas where processes can be improved.

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

I still get the skeptical looks when I say we can take a legal service delivery process that currently extends over four weeks and cut it back to a day.

Not exact matches

Third parties always have had access to confidential client information, including process servers, court employees, document processing companies, external copy centers, and legal document delivery services.

Dentons developed Nextlaw Labs in 2015 to spur innovation and technological change and incubate ideas for new products and processes to transform legal services delivery.

In Chapter 3, Mitch focuses the UK law firm Riverview Law, and suggests that its corporatized structure allows it to make «long - term investments in technology and process to build an entity - based approach to legal services delivery, designing its legal service offerings to ensure client loyalty to the entity, rather than client loyalty to a particular lawyer or team member.»

But a good IT team can provide the knowledge and tools to help firms break out — delivering operational agility across global offices, better and more secure information sharing, and real innovation in the processes behind legal service delivery.

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.

DWT continues to devote energy and resources to developing new and better solutions to business and legal challenges, improving internal processes and building service delivery models that provide more transparency, efficiency and better opportunities for collaboration.

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.

To help achieve this goal, and to better manage the delivery of legal services, Baker Donelson has created BakerManage, a proactive project management process that ensures that complicated legal matters are managed efficiently and completed on time and within budget.

Both firms have stream - lined the «process» of legal services delivery to make the client experience better and more affordable; both firms were built through access to outside capital.

... «The LSC will design innovative service delivery by combining experienced lawyers, best available technologies and legal project management techniques and processes,» Fowles explains.

The crucial enabling pillar is a smart use of new legal technology (lawtech) to re-engineer service delivery, automate process and tasks, and digitize and intermediate interactions internally within the organization and externally with third parties.

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

CEO Andy has worked in the legal services sector as a COO, Chief Marketing Officer and Business Development Director, responsible for lawyers, paralegals and process / project management experts in the design and delivery of award winning legal services.

Written by Neota Logic's Michael Mills and published by Neota Logic client Thomson Reuters through the Thomson Reuters Legal Executive Institute, this new white paper addresses the need for legal practice engineering to bridge from process and technology to more effective delivery of legal servLegal Executive Institute, this new white paper addresses the need for legal practice engineering to bridge from process and technology to more effective delivery of legal servlegal practice engineering to bridge from process and technology to more effective delivery of legal servlegal services.

Gartner's report on legal AI notes that «Enterprises are seeking to automate legal document processing, especially contract processing... and that traditional legal service delivery is increasingly becoming inefficient.

All of this demonstrates that a people, process, technology approach is needed for the re-engineering of legal - service delivery.

Thompson Hine understands that clients are seeking significant changes in the way legal services are provided and managed, and has changed its service delivery model, adding personnel, software, infrastructure and training in areas including legal project management, value - based pricing, flexible staffing and process efficiency through its SmartPaTH initiative.

Consider all of the people that typically have access to client files: process servers, court employees, building cleaning crews, summer interns, document processing companies, external copy centers, and legal document delivery services.

Our SmartPaTHSM program achieves this by incorporating legal project management, proactive use of value - based pricing, process efficiency and flexible staffing to optimize our service delivery.»

And while about one hundred of the largest law firms recently elevated first - year associate salaries to $ 180K +, the smart money in the legal sector is investing in technology and service delivery models that meld legal, IT, and process expertise.

When implemented thoughtfully, an ELM ecosystem of technology, processes, and engineered workflows enables legal teams to lower spend and drive efficient legal service delivery while ensuring good value.

It performs tasks in the delivery of legal services that require technology, process design, and other work flow management expertise.

In the mean time, as Poor points out, there is substantial opportunity to make gains in the process of legal services delivery.

GCs of the future will conceptualise service delivery in terms of end - to - end solutions; namely the optimal combinations of people, process, tools and technology, and hybrid inside / outside sourcing models, to meet their client's business and legal challenges.

[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]...).

By re-aligning relationships and promoting value - based fee arrangements and other management tactics, such as project management, process improvement, efficient use of technology and knowledge management tools, the market for the delivery of legal services benefits from the same insights and wisdom upon which every other service industry relies to provide world - class value to their clients.

Judges commented, «The firm's delivery platform for large - scale document automation projects combines lawyers» legal and regulatory expertise with low - cost legal and business process services and technology.

Lawyers and other professionals leveraging people, process, data, and technology to improve legal - service delivery for everyone, from legal aid organizations, courts, and the consumer market to law firms and corporate legal departments.

In light of the nature of asbestos litigation, which often involves a limited number of plaintiffs» law firms repeatedly asserting the same or similar claims against defendants, clients facing extensive asbestos litigation are positioned to benefit from Thompson Hine's SmartPaTH ®, a service delivery approach that leverages legal project management, process efficiency, flexible staffing and value - based pricing to better align our services with clients» needs.

Design Thinking: User - Driven Legal Process Design Could Radically Change Delivery of Services (2016) / 3 Geeks and a Law Blog

Key findings include the concept that «enterprises are seeking to automate legal document processing; especially contract processing, and that «Traditional legal service delivery is increasingly becoming inefficient.

Discover insights on how process and technology are being used by legal ops function to ensure quality service delivery.

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

Students should leave the course with the basic skills needed to, among other things, establish a project plan for a matter, prepare simple process maps, and track performance and improvement on legal service delivery.

Students will be exposed to basic data collection techniques in legal settings, simple metrics useful in measuring legal operations, methods to manage discrete projects and portfolios of matters, staffing opportunities, process mapping, process improvement techniques, client engagement, measuring value exchanges, and simple legal service delivery technologies.

We accelerate and pilot leading - edge technology solutions and incubate innovative ideas to develop products and processes that transform legal services delivery.

That means «doing more with less» by adapting technology, process, and a business mentality to the delivery of legal services.

That's because law is shifting from a labor - intensive industry comprised of lawyers selling legal expertise to a tech and process enabled one that leverages and integrates legal expertise with the efficient delivery of legal services.

Jordan leads several LegalRnD projects and initiatives, applying process improvement, project management, metrics, data analytics, and technology to improve legal service delivery.

Tools such as process improvement and project management can significantly improve legal - service delivery today.

And while legal practice is still driven by precedent, delivery of legal services is propelled by innovation, process, technology, utilization of «the right resource for the task,» a legal supply chain, a growing use of metrics and best practices, data in lieu of conjecture, and output — results — instead of input — billed hours.

Project management, process improvement and Lean operational methodologies apply as much to the delivery of legal services as they do to manufacturing and software development.

Those choices, notably non-law firm legal service providers, are cost - effective, tech - and process - savvy, and expert in integrated legal delivery.

The key to survival was better processes and greater efficiency — constant innovation in the delivery of legal services.

Commenting yesterday, Attorney General John Garretson said: «Passage of this new law will benefit legal professionals and the public they serve by allowing the Law Society of Upper Canada to develop stronger processes to ensure the delivery of more effective and efficient legal services in Ontario.»

But we are neglectful of our students and of tomorrow's clients if we do not extend our training to encompass new disciplines that I argue in the book will be central to the delivery of legal services in the future — such as legal risk management, legal project management, legal knowledge engineering and legal process analysis.

Powered by research at Chicago - Kent's Law Lab, our J.D. Certificate Program in Innovation and Technology emphasizes core competencies in quantitative methods and emerging technologies — predictive analytics, machine learning, process improvement and more — to make the delivery of legal services better and more efficient.