The document discusses the integration of legal technology and legal services. It notes that disruptive technologies are driving lawyers to rethink their working practices and processes. It also covers trends in the legal industry toward increased efficiency, the use of new technology like cloud computing, and the need for a structured approach to engaging cloud providers.
The document discusses the integration of legal technology and legal services. It notes that advances in technology are creating new efficiencies but also a gap between legal and technology professionals. Both lawyers and technology teams want different things from systems - lawyers prioritize costs and strategies while IT focuses on storage, security and maintenance. There is a need for better alignment between these perspectives to implement new technology solutions effectively.
The document discusses trends in outsourcing for 2019. It notes that companies will need to change their outsourcing strategies to adapt to disruptive technologies. Disruptive outsourcing, cloud computing, and robotic process automation are highlighted as trends that will impact outsourcing. The document also provides methodologies for selecting outsourcing suppliers and evaluating potential outsourcing opportunities. Specific outsourcing areas like network operations and maintenance are examined in terms of functions that may be outsourced.
Commercial banking outlook: Views from bankers, disruptors and innovatorsMichael Horrocks
Commercial banking outlook: Views from bankers, disruptors and innovators. A five forces analysis on the banking industry and the top challenges facing commercial banking executives.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
PwC: New IT Platform From Strategy Through ExecutionCA Technologies
Glenn Hobbs, PwC’s technology consulting director, shares how PwC’s new IT Platform can provide the framework to transform IT organizations so they can quickly incorporate the right technology and focus on collaboration and innovation to help solve the most-critical business problems.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Stewarding Data : Why Financial Services Firms Need a Chief Data OfficierCapgemini
The document discusses the need for Chief Data Officers (CDOs) in financial services firms. While some financial firms were early to appoint CDOs, their roles have typically been limited to data compliance and management. The document argues that for firms to fully leverage big data opportunities and improve data governance, they need "Big Data Ready" CDOs who have responsibility for both data compliance and strategic big data initiatives. It provides recommendations for how different types of CDOs can expand their roles to become more effective big data leaders.
This document discusses emerging digital technologies that are transforming finance functions, including cloud computing, process robotics, visualization, advanced analytics, cognitive computing, in-memory computing, and blockchain. It provides examples of how each technology can improve processes, reduce costs, and enable finance teams to serve the business more effectively by gaining insights from large amounts of data. The document emphasizes that finance must adopt these new tools and also acquire new skills to continue adding value and meet the faster pace of digital business.
The document discusses the integration of legal technology and legal services. It notes that advances in technology are creating new efficiencies but also a gap between legal and technology professionals. Both lawyers and technology teams want different things from systems - lawyers prioritize costs and strategies while IT focuses on storage, security and maintenance. There is a need for better alignment between these perspectives to implement new technology solutions effectively.
The document discusses trends in outsourcing for 2019. It notes that companies will need to change their outsourcing strategies to adapt to disruptive technologies. Disruptive outsourcing, cloud computing, and robotic process automation are highlighted as trends that will impact outsourcing. The document also provides methodologies for selecting outsourcing suppliers and evaluating potential outsourcing opportunities. Specific outsourcing areas like network operations and maintenance are examined in terms of functions that may be outsourced.
Commercial banking outlook: Views from bankers, disruptors and innovatorsMichael Horrocks
Commercial banking outlook: Views from bankers, disruptors and innovators. A five forces analysis on the banking industry and the top challenges facing commercial banking executives.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
The document discusses the modern finance organization in the digital age. It describes how digital technologies like cloud, social, mobile and big data are transforming industries and business models. This is creating new tensions as the C-suite tries to prioritize initiatives for customer focus, social media, and data demands. Forward-looking CFOs are creating modern finance organizations that can support agile digital business models through new best practices for key processes like reporting, planning, procurement and project management. Modern CFOs also act as business catalysts and technology evangelists to identify needs and partner across the organization.
PwC: New IT Platform From Strategy Through ExecutionCA Technologies
Glenn Hobbs, PwC’s technology consulting director, shares how PwC’s new IT Platform can provide the framework to transform IT organizations so they can quickly incorporate the right technology and focus on collaboration and innovation to help solve the most-critical business problems.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Stewarding Data : Why Financial Services Firms Need a Chief Data OfficierCapgemini
The document discusses the need for Chief Data Officers (CDOs) in financial services firms. While some financial firms were early to appoint CDOs, their roles have typically been limited to data compliance and management. The document argues that for firms to fully leverage big data opportunities and improve data governance, they need "Big Data Ready" CDOs who have responsibility for both data compliance and strategic big data initiatives. It provides recommendations for how different types of CDOs can expand their roles to become more effective big data leaders.
This document discusses emerging digital technologies that are transforming finance functions, including cloud computing, process robotics, visualization, advanced analytics, cognitive computing, in-memory computing, and blockchain. It provides examples of how each technology can improve processes, reduce costs, and enable finance teams to serve the business more effectively by gaining insights from large amounts of data. The document emphasizes that finance must adopt these new tools and also acquire new skills to continue adding value and meet the faster pace of digital business.
Artificial Intelligence has become a new way for businesses to strategize, connect, shape business models and rethinking their operations from scratch. Artificial Intelligence is a continuously growing phenomenon with more possibilities each day. Today, societies at large are realizing that AI can sow endless benefits in collaboration with human intelligence
Future Law Office 2020: Redefining the Practice of Law examines key trends affecting the legal field today. Part of Robert Half Legal’s annual research project, the report offers insight into developments that are reshaping law practice management strategies and are expected to drive change within the legal profession by the year 2020. Learn best practices and future predictions from leading experts in the legal field as well as our legal staffing and consulting professionals.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
The Best Cloud Apps for Ambitious Law Firms
When advising law firms, PwC recommends five cloud-based solutions for managing cases, finances, and payroll. Four of these solutions are best in class for small and medium-size businesses, and one is specific to the legal industry.
Why does PwC recommend these apps? This software is designed to enable PwC’s approach to digital technology and solutions. Using a core set of apps, laws firms can drive innovation, extract value from new and existing technology, and best apply people and processes to improve the business.
Join Joshua Lenon, Clio’s Lawyer in Residence, and T.C. Whittaker, PwC’s Law Firm Solution Leader, as they look at the top recommended apps for law firms.
In this one-hour webinar, you’ll learn:
PwC's software recommendations for law firms
The strengths behind each software
How to combine PwC's recommended tech stack for deep insight into your firm's operations
Duration: 60 minutes
https://landing.clio.com/best-cloud-apps-for-law-firms-recording.html
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
The document discusses FulcrumWay, a provider of governance, risk, and compliance (GRC) expertise, solutions, and software services. It outlines FulcrumWay's offerings including risk management consulting, packaged Oracle-based GRC solutions, and software services to help organizations assess and monitor risks and controls. It also provides examples of FulcrumWay clients and events.
20151014 Presentation Conferência Banca e Seguros PortugalPascal Spelier
I was invited by Capgemini Portugal and ACEPI (Associação da Economia Digital) to present at the 'Conferência Banca e Seguros' event in Lisbon. In this presentation some of the results of the annual World Retail Banking Report 2015 and the three goals an bank should strive for in the near future. Customer behavior, technology and FinTech are changing the value chain for financial services. The incumbents should get ready to take on these challenges. Do you want more info about the presentation or do you want a similar presentation with data from your country? Contact: pascal(dot)spelier(at)capgemini(dot)com
Shared Service Centers: Risks & Rewards in the Time of CoronavirusCognizant
Our recent research reveals that organizations are reassessing the pros and cons of captive services. Companies are twice as likely to reduce than increase their use of shared service centers.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
This document discusses the importance of proper records management in law enforcement. It notes that while technology has improved information sharing, it has also increased scrutiny of police data and the potential for manipulated crime statistics. The document advocates for internal checks and well-trained records staff to ensure accurate data collection and reporting. It provides recommendations for improving report quality, implementing sound records management practices, and maximizing available technology. Leadership, training, and participative management are seen as key to the effective operation of a records unit.
The document discusses the growth of investment in financial technology (fintech) ventures. Global investment in fintech tripled to $12.21 billion in 2014, with the US receiving the largest share. While fintech presents challenges, some banks are taking steps to engage with emerging innovations through openness, collaboration, and investment. The document examines two potential scenarios for banks: being disrupted by new digital players, or reimagining themselves through embracing innovation. Senior banking executives believe open innovation, partnerships, and addressing legacy systems will help banks thrive in the digital future.
This document discusses concerns about the use of big data in consumer credit scoring. It summarizes a study conducted by the National Consumer Law Center that found significant inaccuracies in consumer data reports from several big data brokers. The document also analyzes whether big data scoring complies with laws like the Fair Credit Reporting Act and could result in discriminatory impacts. Finally, it reviews loan products using big data underwriting and finds that they fail to provide genuinely affordable alternatives to payday loans. Overall, the document concludes that big data has not lived up to its promise to expand access to credit for underserved consumers in a fair, accurate and beneficial way.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
How Digital 2.0 Is Driving Banking’s Next Wave of ChangeCognizant
By holistically harnessing AI, blockchain, IoT, RPA and open banking, financial institutions can build a more resilient, customer-focused bank of the future that incorporates the virtues of nonbanking rivals.
Blockchain technology has the potential to transform the commercial insurance broking industry by creating provable trust between parties and driving operational excellence. By implementing blockchain-enabled smart contracts, brokers can streamline back-office processes, reduce costs, speed up transactions and settlements, and eliminate the need for reconciliation between different systems. This allows brokers to shift focus from administrative tasks to more value-added activities. Blockchain provides transparency, security, and automation that can replace the traditional model of trust through handshakes and relationships.
SirionLabs Webinar Featuring Forrester - Plugging Value Leakage in IT Outsour...SirionLabs
Slides from SirionLabs' webinar 'Plugging Value Leakage in IT Outsourcing Engagements' featuring Forrester VP and Principal Analyst, Andrew Bartels.
CIOs and their IT departments often struggle to achieve the full value in strategic IT Outsourcing engagements due to ineffective governance and lack of performance alignment between the enterprise and its suppliers.
This webinar explains:
- The growing importance of service providers to firms (both for IT and for business overall)
- Why the traditional tools and technologies are not adequate to manage today’s complex supplier management challenges
- How CIOs can take the lead in embracing specialized software tools to enable not just the IT organization but the entire enterprise to get the most value from their strategic services suppliers
This document discusses several key challenges facing law firms in India's changing legal market. It summarizes 5 trends in the Indian legal market: 1) the rise of alternative legal service providers, 2) alternative fee arrangements requiring financial creativity beyond simple discounts, 3) the need for lawyers to consider project management as part of their work, 4) opportunities for law firms in linked and open data through contributing to online databases, and 5) the importance of cybersecurity as law firms transition to paperless offices. The document concludes that while law firms have responded reactively to client demands, proactive operational changes are needed to effectively meet changed client expectations.
Semantic Applications for Financial ServicesDavidSNewman
This document discusses how semantic technology can provide benefits for financial services organizations. It begins by outlining common IT challenges at financial firms, such as incompatible data definitions and fragmented data. Semantic technology is presented as a way to standardize data meaning, capture business knowledge, and foster data integration. Specific use cases are described, such as creating a 360-degree customer view, enabling online financial products with RDFa, fraud detection using ontologies and reasoning, and credit risk management. The document concludes by discussing implications for enterprise architecture, such as ontology governance and business semantics management.
Artificial Intelligence has become a new way for businesses to strategize, connect, shape business models and rethinking their operations from scratch. Artificial Intelligence is a continuously growing phenomenon with more possibilities each day. Today, societies at large are realizing that AI can sow endless benefits in collaboration with human intelligence
Future Law Office 2020: Redefining the Practice of Law examines key trends affecting the legal field today. Part of Robert Half Legal’s annual research project, the report offers insight into developments that are reshaping law practice management strategies and are expected to drive change within the legal profession by the year 2020. Learn best practices and future predictions from leading experts in the legal field as well as our legal staffing and consulting professionals.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
The Best Cloud Apps for Ambitious Law Firms
When advising law firms, PwC recommends five cloud-based solutions for managing cases, finances, and payroll. Four of these solutions are best in class for small and medium-size businesses, and one is specific to the legal industry.
Why does PwC recommend these apps? This software is designed to enable PwC’s approach to digital technology and solutions. Using a core set of apps, laws firms can drive innovation, extract value from new and existing technology, and best apply people and processes to improve the business.
Join Joshua Lenon, Clio’s Lawyer in Residence, and T.C. Whittaker, PwC’s Law Firm Solution Leader, as they look at the top recommended apps for law firms.
In this one-hour webinar, you’ll learn:
PwC's software recommendations for law firms
The strengths behind each software
How to combine PwC's recommended tech stack for deep insight into your firm's operations
Duration: 60 minutes
https://landing.clio.com/best-cloud-apps-for-law-firms-recording.html
The document discusses how IT infrastructure is changing to adapt to new business priorities in the digital age. It introduces the "HEROES" framework for the future of IT infrastructure, which focuses on hybrid cloud architectures, edge computing, robotic process automation, obsolescence of old IT, and enterprise security. Artificial intelligence will be integrated across all areas of the framework and fundamentally change how organizations procure and consume IT infrastructure over the next five years.
The document discusses FulcrumWay, a provider of governance, risk, and compliance (GRC) expertise, solutions, and software services. It outlines FulcrumWay's offerings including risk management consulting, packaged Oracle-based GRC solutions, and software services to help organizations assess and monitor risks and controls. It also provides examples of FulcrumWay clients and events.
20151014 Presentation Conferência Banca e Seguros PortugalPascal Spelier
I was invited by Capgemini Portugal and ACEPI (Associação da Economia Digital) to present at the 'Conferência Banca e Seguros' event in Lisbon. In this presentation some of the results of the annual World Retail Banking Report 2015 and the three goals an bank should strive for in the near future. Customer behavior, technology and FinTech are changing the value chain for financial services. The incumbents should get ready to take on these challenges. Do you want more info about the presentation or do you want a similar presentation with data from your country? Contact: pascal(dot)spelier(at)capgemini(dot)com
Shared Service Centers: Risks & Rewards in the Time of CoronavirusCognizant
Our recent research reveals that organizations are reassessing the pros and cons of captive services. Companies are twice as likely to reduce than increase their use of shared service centers.
This document discusses the importance of business process management (BPM) for IT organizations. It provides advice on how to get started with BPM, including piloting high-impact projects and publicizing successes. BPM allows organizations to standardize and improve processes, delivering solutions faster, better, and cheaper. The future of BPM is bright as tools become more intuitive and integrated, allowing businesses to monitor and improve processes in real-time. Choosing a "Best of Value" platform over "Best of Breed" can provide significant cost savings while still meeting needs.
This document discusses the importance of proper records management in law enforcement. It notes that while technology has improved information sharing, it has also increased scrutiny of police data and the potential for manipulated crime statistics. The document advocates for internal checks and well-trained records staff to ensure accurate data collection and reporting. It provides recommendations for improving report quality, implementing sound records management practices, and maximizing available technology. Leadership, training, and participative management are seen as key to the effective operation of a records unit.
The document discusses the growth of investment in financial technology (fintech) ventures. Global investment in fintech tripled to $12.21 billion in 2014, with the US receiving the largest share. While fintech presents challenges, some banks are taking steps to engage with emerging innovations through openness, collaboration, and investment. The document examines two potential scenarios for banks: being disrupted by new digital players, or reimagining themselves through embracing innovation. Senior banking executives believe open innovation, partnerships, and addressing legacy systems will help banks thrive in the digital future.
This document discusses concerns about the use of big data in consumer credit scoring. It summarizes a study conducted by the National Consumer Law Center that found significant inaccuracies in consumer data reports from several big data brokers. The document also analyzes whether big data scoring complies with laws like the Fair Credit Reporting Act and could result in discriminatory impacts. Finally, it reviews loan products using big data underwriting and finds that they fail to provide genuinely affordable alternatives to payday loans. Overall, the document concludes that big data has not lived up to its promise to expand access to credit for underserved consumers in a fair, accurate and beneficial way.
COVID-19 has increased the need for intelligent decisioning through AI, but ROI is not guaranteed. Here's how to accelerate AI outcomes, according to our recent study.
How Digital 2.0 Is Driving Banking’s Next Wave of ChangeCognizant
By holistically harnessing AI, blockchain, IoT, RPA and open banking, financial institutions can build a more resilient, customer-focused bank of the future that incorporates the virtues of nonbanking rivals.
Blockchain technology has the potential to transform the commercial insurance broking industry by creating provable trust between parties and driving operational excellence. By implementing blockchain-enabled smart contracts, brokers can streamline back-office processes, reduce costs, speed up transactions and settlements, and eliminate the need for reconciliation between different systems. This allows brokers to shift focus from administrative tasks to more value-added activities. Blockchain provides transparency, security, and automation that can replace the traditional model of trust through handshakes and relationships.
SirionLabs Webinar Featuring Forrester - Plugging Value Leakage in IT Outsour...SirionLabs
Slides from SirionLabs' webinar 'Plugging Value Leakage in IT Outsourcing Engagements' featuring Forrester VP and Principal Analyst, Andrew Bartels.
CIOs and their IT departments often struggle to achieve the full value in strategic IT Outsourcing engagements due to ineffective governance and lack of performance alignment between the enterprise and its suppliers.
This webinar explains:
- The growing importance of service providers to firms (both for IT and for business overall)
- Why the traditional tools and technologies are not adequate to manage today’s complex supplier management challenges
- How CIOs can take the lead in embracing specialized software tools to enable not just the IT organization but the entire enterprise to get the most value from their strategic services suppliers
This document discusses several key challenges facing law firms in India's changing legal market. It summarizes 5 trends in the Indian legal market: 1) the rise of alternative legal service providers, 2) alternative fee arrangements requiring financial creativity beyond simple discounts, 3) the need for lawyers to consider project management as part of their work, 4) opportunities for law firms in linked and open data through contributing to online databases, and 5) the importance of cybersecurity as law firms transition to paperless offices. The document concludes that while law firms have responded reactively to client demands, proactive operational changes are needed to effectively meet changed client expectations.
Semantic Applications for Financial ServicesDavidSNewman
This document discusses how semantic technology can provide benefits for financial services organizations. It begins by outlining common IT challenges at financial firms, such as incompatible data definitions and fragmented data. Semantic technology is presented as a way to standardize data meaning, capture business knowledge, and foster data integration. Specific use cases are described, such as creating a 360-degree customer view, enabling online financial products with RDFa, fraud detection using ontologies and reasoning, and credit risk management. The document concludes by discussing implications for enterprise architecture, such as ontology governance and business semantics management.
The Forrester Wave Subscription Billing Platforms Q4 2015Erik Long
This document summarizes Forrester Research's evaluation of eight major subscription billing platform vendors: Zuora, Aria Systems, SAP Hybris, goTransverse, Apttus, Vindicia, Digital River, and Recurly. It finds that these vendors offer a range of capabilities to support different subscription and usage-based business models across industries. Key capabilities like support for B2B vs B2C models, cloud architecture, usage billing, industry specializations, and integration strategies vary significantly among vendors. The subscription billing market is growing rapidly to support new types of recurring customer relationships, especially as products and services move to the cloud and become more connected.
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Business transformation and the cio roleSalisu Borodo
The document discusses a report by Harvard Business Review Analytic Services on business transformation and the CIO role. It finds that some companies called "Innovation Accelerators" are accelerating business transformation through IT-enabled innovation. These companies share six common traits: 1) innovation leadership starts at the top with the CEO; 2) they take a structured approach to innovation but value speed over perfection; 3) they collaborate across functions and boundaries to gain diverse perspectives; 4) their CIOs focus more on strategic activities; 5) IT actively contributes to innovation; and 6) they invest more in and reward innovation. The report provides examples of how Innovation Accelerators are using technologies like analytics and mobility to transform customer engagement, business
Deck of our breakfast session series - part 1, where we talked with leaders of the Hungarian SSC industry about RPA; whether it is a hype, nice tool or solution for shared services
Legal Tech Innovators Showcase @ ABA TECHSHOWEvolve Law
Legal tech innovators were showcased at an ABA conference. The document lists various companies, speakers, and hashtags related to the event. It also includes a pitch deck for Page Vault describing their product and market opportunity capturing and storing web pages. Finally, it discusses a company called PeaceTones and how partnering with the world can help spread the rule of law through technology.
Ai and Legal Industy - Executive OverviewGraeme Wood
Artificial intelligence and semantic computing technologies can help address challenges facing the legal industry. AI can perform tasks like legal research and contract analytics to help lawyers. It works by analyzing both structured and unstructured data using natural language processing. Semantic computing finds relevant information by understanding relationships between concepts. The legal industry should develop a data strategy, capture different types of data, hire skilled talent, and implement analytic tools to start leveraging AI. This can help automate some legal work and make professionals more efficient.
The document discusses lessons learned from early adopters of Internet of Things (IoT) technology based on interviews with 75 organizations. The key lessons are:
1) The scope of IoT projects is often underestimated as new stakeholders are added and the definition of success changes over time. Aggressive phasing and clear communications are needed.
2) User experience is critical and must be considered from the perspective of how different users will consume the data and insights.
3) Data and analytics skills are important as the value is in analyzing and using the data to make decisions, which requires addressing data quality, privacy, management and distribution challenges.
4) Maturity in analytics across the organization dictates value and requires
This study by SAS, targeted organisations that recognised they were well on their way to integrating IoT in their operations. We spoke to 75 teams who could draw from their experience of recent deployment or a sizeable proof-of-concept. These expert interviews were framed to draw out how deployments were scoped and sponsored, resourced and delivered.
https://www.sas.com/en_us/partners/find-a-partner/alliance-partners/ibm.html#
Creating a Business Case for Global Payroll - APA Fall ForumCatriona Keevans
Mark Graham, Executive Director at Immedis, spoke at the 2017 Fall Forum. His presentation was focused around Creating a Business Case for Global Payroll
Presentation by consulting company Ensur about the shifting Insurance model. Financial Services Institutions have difficulties putting him there. What does the Phigital architecture look like?
This document provides an overview and feasibility study for outsourcing some functions of a law firm. It discusses major trends in the legal industry that are pushing firms to outsource, such as rising costs and client demands. The document outlines a 5-phase process for assessing which functions to outsource including research, design, testing, implementation and optimization. It analyzes the benefits of outsourcing functions like business development, marketing and back office work. Specifically, outsourcing could reduce costs by 30-80% while improving processes, access to talent and risk management.
This document discusses how digital technologies are transforming business operations and the importance of digital operations. It finds that while other parts of businesses have embraced digital, operations have often remained analog. It sees four keys to digital operations: 1) using a resilient digital platform, 2) gaining insights through analytics and mobility, 3) connecting digital workforces, and 4) managing innovation through partnerships. While analytics is having the biggest impact now, the document predicts cloud, mobile and social technologies will increase in importance over time as operations transition to digital.
This document introduces KEA, a legal operations platform that aims to improve productivity for legal teams. It does this through a suite of tools for matter and task management, collaboration, reporting and analytics. The platform promises to save lawyers significant time by streamlining workflows and providing real-time visibility into legal matters. KEA has seen early success, gaining over 100 users and $30,000 in recurring revenue in its first 5 months. It is now seeking funding to further develop its technology and scale sales and marketing efforts.
The document provides an overview of HCL Technologies and its growth and business strategies. Some key points:
1) HCL has experienced strong revenue growth, expanding its market share and becoming a challenger to global IT companies.
2) It focuses on delivering value to customers through business-aligned services, strategic account management, and prioritizing customer satisfaction over just growth.
3) HCL aims to support the "reincarnated CIO" by helping clients address challenges like cost reduction, complexity management, and enabling business transformation through technology.
Similar to ILTA 2011 Integration of Legal Technology (20)
5 Common Mistakes to Avoid During the Job Application Process.pdfAlliance Jobs
The journey toward landing your dream job can be both exhilarating and nerve-wracking. As you navigate through the intricate web of job applications, interviews, and follow-ups, it’s crucial to steer clear of common pitfalls that could hinder your chances. Let’s delve into some of the most frequent mistakes applicants make during the job application process and explore how you can sidestep them. Plus, we’ll highlight how Alliance Job Search can enhance your local job hunt.
How to Prepare for Fortinet FCP_FAC_AD-6.5 Certification?NWEXAM
Begin Your Preparation Here: https://bit.ly/3VfYStG — Access comprehensive details on the FCP_FAC_AD-6.5 exam guide and excel in the Fortinet Certified Professional - Network Security certification. Gather all essential information including tutorials, practice tests, books, study materials, exam questions, and the syllabus. Solidify your knowledge of Fortinet FCP_FAC_AD-6.5 certification. Discover everything about the FCP_FAC_AD-6.5 exam, including the number of questions, passing percentage, and the time allotted to complete the test.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
Job Finding Apps Everything You Need to Know in 2024SnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find your dream job with ease using the best job finding apps. Discover top-rated apps that connect you with employers, provide personalized job recommendations, and streamline the application process. Explore features, ratings, and reviews to find the app that suits your needs and helps you land your next opportunity.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
1. Integration of Legal Technology and Legal Services George Rudoy , Partner & Managing Director, HSNO Owen O’Connor , Managing Director, Cernam Online Evidence
2. Disruptive Technologies “ Call me radical, but it seems to me that if we can envisage a day when the average desk-top machine has more processing power than all of humanity put together, then it might be time for lawyers to rethink some of their working practices and processes. This is not Google and hand-held e-mail plus a few bells and whistles. This is an unprecedented revolution in the power of the tools available to man.” Richard Susskind, The End of Lawyers? (2008), 64.
5. “ The overall marketplace for legal services is fracturing. It's unbundling and specialists are emerging.” “ Firms have to decide where they want to compete and how, and what fits in their business model” “ Trends come and go all the time. This one I think is here to stay.” “ General Counsel to Cut Legal Spending Up to 25%: Catastrophe or Opportunity?” “ The GC.…shifted his legal spending from 50 percent internal and 50 percent external to 70-30, thus reducing outside spending by 40 percent.” Sources: ABA Journal; Legal Intelligencer; AmLaw Daily; HBR 2010 Law Department Survey
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9. Practice Dynamics Source: HBR Peer Monitor Index Q4 2010 Executive Report Bankruptcy DEMAND GROWTH BY PRACTICE: ALL SEGMENTS Growth Rate (%) Litigation M&A L&E General Corp Tax Capital Markets Real Estate Period over Period Growth 20 15 10 5 0 -5 -10 -15 -20 IP-Lit Proportion of Overall Market 2009 v 2008 2010 v 2009 Q4 ‘10 v Q4 ‘09
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11. New Practice Models New Practice Models Evolving Market Forces Disruptive Technologies
18. Firms Are Creating Strategic Partnerships That Meet the Diverse Needs of Their Clients Information management, litigation and discovery needs often become more diverse as client and case size increases Many “Do it Yourself” and Outsourced Solutions Options Are Available Based on Clients’ Needs
19. 70% of U.S. attorneys in private practice work in law firms with ten or fewer attorneys Ten or less 2000 statistics from ABA: See , http://www.hg.org/marketing-us-market.html Cloud and Software as a Service (SaaS) technology brings robust, modern technology all lawyers and clients—not just the big ones Cloud Technologies
30. Who are the stakeholders? IT COMPLIANCE COUNSEL LEGAL RECORDS MANAGEMENT PROJECT MANAGER
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32. Alignment Issues Fit Effort Value Maintenance Systems Dept. Business Divergent perspectives on implementing processes Legal/Outside Counsel Within technical infrastructure Within process landscape Within project scope/need Increases (new process) Increases/Decreases (process improvement) Increases (response to new burden) Within system portfolio Profit, efficiency, savings, etc. Reduced Risk Coordination, Burden ? ??
33. Who handles to intersection of law and technology – law firm perspective
34. Who handles to intersection of law and technology – corporate perspective
Law Firms Feel Pressure From New Breed of Competitors Says one consultant: 'The overall marketplace for legal services is fracturing. It's unbundling and specialists are emerging' Gina Passarella The Legal Intelligencer October 26, 2010 The legal industry is falling apart. Not in the sense pundits meant when they gave that diagnosis in 2008 as firms were hit with the harsh reality of the recession. Rather, the industry is moving away from a monolithic provider of legal services -- the law firm -- to a fragmented service platform where the competition isn't just a broadening array of law firms, but legal process outsourcers and other non-law firm legal service providers as well. "Law firms are really being circled by these things," consultancy Adam Smith Esq. partner Janet Stanton said. Firms have to decide where they want to compete and how, and what fits in their business model, she said. Not only are LPOs and other firms that are adapting their business models a source of increased competition for law firms, Edge International consultant Jordan Furlong said, but so too are clients who are increasingly bringing more work in-house. "The overall marketplace for legal services is fracturing," Furlong said. "It's unbundling and specialists are emerging. Legal work will go to the provider best designed for that particular work in terms of personnel systems and mindset." By "mindset," he means firms that focus on doing only the high-end, bet-the-company work and those that do more of the commodity work. "Law firms are just going to have to decide what kind of work they want to compete for," Furlong said. "Law firms can't be both the bet-the-company law firm and the commodity law firm. I don't think that's sustainable anymore." Both Furlong and Stanton said there will be a trend toward boutique firms on one end and large, global firms on the other with little in the middle. The pressures from LPOs are real, they said. Law departments simply have to find ways to get what they need done for less money and they are slowly starting to realize that the quality isn't lost when using an LPO, Furlong said. Both Furlong and Stanton pointed to the increased hiring by many LPOs of seasoned, high-quality attorneys to do this work. "I think this is permanent, which is rare," Furlong said. "Trends come and go all the time. This one I think is here to stay. I think it's driven more by clients than by lawyers, but mainly just by the marketplace." LPOs have been created in direct competition to law firms with a goal of serving law departments and others are looking to get law firms as clients. Sometimes clients hire the LPOs and other times law firms do. On the whole, it seems the bulk of LPOs are servicing law departments and are being hired directly by law departments or by law firms at the express direction of their clients. Stanton said she is increasingly seeing a move to master contracts in which law departments use a certain provider for all of a type of service and demand that their law firms hire that provider to do that work on their matters. Many LPOs began by offering e-discovery or document review services, and that is work that will never come back to the law firm, she said. "How many years ago did BMW stop making car radios?" she asked. "It's gone, it's not coming back." Firms can either find a way to provide those same services economically or they can give it up, she said. LPOs aren't going to stop there. Stanton pointed to depositions as just one other area LPOs might look to get into. A GNAT IN AN ELEPHANT'S EAR? Despite talk of change during the recession, there was a complaint from law firms that clients weren't all that interested in changing how business was done. Furlong said general counsel can be conservative themselves and hesitant to pull the trigger. But as market forces make LPOs a more attractive option economically for some matters and general counsel test the waters and realize this might be a realistic alternative, the shift will start to happen more and more, he said. But some general counsel aren't sold yet. Roy Hibberd, general counsel of Berwyn, Pa.-based Dollar Financial Corp., said his department looked into outsourcing a few years ago to have a company handle a number of similar contracts. After doing a pilot program, he said he thought the work was good but the nuances weren't being picked up. Hibberd ended up bringing in contract lawyers to do the work instead. In the last few years, however, Hibberd said it has been interesting to see the increase with which he has been pitched by outsourcing and offshoring companies. The pitch is often to cut out the law firm and have these companies do the work directly, he said. It's ultimately up to the general counsel whether to use the companies. It may make more sense, Hibberd said, for a pharmaceutical company with consistent, similar litigation, for example, to use outsourcing services than for his company. Not all law firm leaders, perhaps unsurprisingly, agree LPOs are a threat. "I wish LPOs nothing but the best, but they are a gnat in an elephant's ear when it comes to K&L Gates," the firm's chairman, Peter Kalis, said. There is more talk than action when it comes to LPOs, not only from the media, client community and LPOs themselves, but from major law firms whose overhead is "grotesquely swollen" because the bulk of their lawyers are in New York or London, he said. "If you, within your platform as a law firm, can localize a lot of back office services and more routine-type services for clients in low-cost venues, you can achieve the same sort of outcome without risking attorney-client privilege, without worrying about transporting certain IP across national lines ... and without having the long-distance management problems that always characterize those sorts of relationships," Kalis said. He said he finds it difficult to ever consider a company that does not provide the same attorney-client privilege guarantees as law firms a threat. And Kalis said he finds the idea that clients are competition "simpleminded." There is always an ebb and flow between overall workload passed in-house and to outside firms. What clients find valuable one day might become commoditized the next. That is nothing to fear, but rather an ongoing challenge for firms to reinvent their value proposition, he said. Kalis said his competition is other law firms -- law firms of all breadths, depths and geographic reaches depending on the type and scope of work at issue. What has changed over the last decade is the traditional relationship between specific companies and specific law firms, he said. Those relationships are being challenged by the value proposition of other law firms, creating fewer safe harbors for firms that are part of the old regime of relying on institutional client loyalty. "That development is great for law firms that are willing to continuously re-examine, repackage and re-articulate their value propositions," he said. NUMBERS TALK The LPOs are increasingly capitalizing on the void left by firms that haven't adapted their value proposition. David Perla, co-CEO of New York and Mumbai-based outsourcing company Pangea3, said 80 percent of his business continues to come from law departments. There is interest from younger partners at law firms who realize the market is changing and from firm management who want to be educated about outsourcing when clients ask about it. But Perla said he isn't sure whether law firms will make any major institutional changes in this regard. Pangea3 will see a few million dollars in business this year from a law firm that brought the company work the firm's client simply wouldn't pay for young associates to handle. Far and away, Perla said, the revenue and profit engine for his company is document review for litigation and government investigations. There is always a law firm working with Pangea3 on these matters, but the company is still most often hired by a law department. That is the one area where Perla said he could see law firms become more directly involved in the hiring. The second-biggest revenue driver is corporate services, including contract drafting, review and revision; and mergers and acquisitions due diligence, he said. There is no law firm middleman in that situation, Perla said. Pangea3 also handles intellectual property analysis, patent preparation, prosecution and IP asset management. The client mix there is much more diverse, with law firms using Pangea3 and not viewing the company as a threat, he said. The final component to Pangea3's business is risk management and compliance. That includes everything from managing committee minute books and SEC filings to business intelligence. Typically a company's chief compliance officer would hire Pangea3 for this work, he said. Perla said he always guesses the 80-20 split will shift, with more work coming from law firms, but it never does. Because law departments are picking it up so rapidly and law firms are relatively slower, he doesn't see that ratio shifting soon. There's also a regional aspect to the business. Going directly to a law department in Philadelphia or Pittsburgh is a tougher prospect than going to New York or San Francisco, Perla said, because there is a closer bond between Pennsylvania clients and law firms than in other markets. Though some are hesitant to embrace LPOs, numbers speak volumes. Perla said his company's slowest year in terms of growth was in 2009 when it grew 60 percent. Pangea3 just finished the first half of its fiscal year and had revenue greater than the full 12 months prior. He said the company is on track to grow 250 percent this fiscal year. Pangea3 wouldn't disclose its revenue, but media reports showed the company earned more than $8 million in 2008. 2010 Line of Sight
Study by Corporate Executive Board, quoted at numerous ACC presentations in 2009
We did a survey mid-2009 and it showed that a significant number of the chairs of the AmLaw 100 believe that the profession is changing dramatically. They do not believe we will go back to “business as usual” as the economy recovers. On top of that, there are potentially disruptive forces that could mean even more dramatic change facing lawyers – and we will talk about these in the next hour.
In our practice we are seeing firms invest in exclusive relationships that are positioned to meet the needs of all of their clients’ needs. The appropriate solution can change based on the needs of the client and/or case—i.e., cloud, Saas, completely outsourcing, and/or hybrid approaches.
The vast majority of attorneys in private practice (70%) work in a law firm with ten or fewer attorneys. A solo practice is the career and lifestyle choice of almost half (48%) of private legal practitioners. Only 14% of attorneys work in firms with more than 100 lawyers.
Saas (software-as-a-service) Wide Area Network enabled application aka “Hosted” or “Online” applications e.g., Google Apps, SalesForce.com, WebEx, GoogleMail, Hosted MS Exchange, InView, Compass Guardian Paas (platform-as-a-service) foundational elements to dev new apps e.g., Coghead, Google Application Engine Iaas (infrastructure-as-a-service) computational/storage infrastructure in a centralized, location-transparent service e.g., Amazon S3
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