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Each year, student teams are assigned a “Project of Worth”. Their task is to create an innovative startup solving a real problem in legal education or practice. Here is a list of the 2016 Projects of Worth.

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2016 Projects of Worth
Each year, student teams are assigned a “Project of
Worth”. Their task is to create an innovative startup
solving a real problem in legal education or practice.
Here is a list of the 2016 Projects of Worth.

Teach an Old Dog New
Tricks: How can Technology
Help Aging Populations Know
Their Rights?
Team 1

Microsoft’s HoloLens, Google
Glasses, and Infinity AR:
How Should Augmented
Reality Change the Legal
Marketplace?
Team 2

How Can Law Keep the
Sporting Industry Fair? You
Be the Referee
Team 3

Even Tradition Can Be
Enhanced With Technology:
How Can IT Improve
Important Trial Processes?
Team 4

Fight or Flight: Where
Can/Should Lawyers Go
after Biglaw?
Team 5

Growing Pains: How Can
Law Firm Leaders Manage
and Leverage Today’s Multi-
Generational Firm for the
Future?
Team 6

More Minorities at the Top:
What Will It Take To
Increase and Sustain
Diversity in High-Level Legal
Leadership Positions in Law?
(Sponsored by Diversity Lab)
Team 7

If Airlines Can Do It, Why
Can’t Law Firms? How Can
Law Firms Profitably
Disaggregate Services
Without Being Despised?
Team 8

Catch 22?: Assessing the
Ethics programs of M&A
Targets, Partners and
Suppliers Without Reference
to a Specific Country’s Laws
or Regulations
(Sponsored by Lockheed Martin)
Team 9

In a Big Data World, How
Should Service Providers
Strike a Balance Between
Making Money and
Responsibly Managing Users’
Data?
(Sponsored by Microsoft)
Team 10

Does Practice Make Perfect?
How Do We Find an
Objective Measure of Legal
Quality?
(Sponsored by LegalZoom)
Team 11

In the Modern New Legal
Education Landscape, How
Can We Measure Success?
Team 12

Cooking Up a Secret Sauce:
The Law School Application
and Admissions Process,
Reimagined
Team 13

How can Lawyers use
Technology to Help Millions
Around the World Live
Longer, Healthier, Happier
Lives?
(Sponsored by Bupa)
Team 14

Forget Me Not? Helping
Today’s Youth Gain
Protection From a Right to
be Forgotten Tomorrow
Team 15

What's the Recipe: How Can
General Counsel Offices
Measure Success Internally
and Across the
Organization?
(Sponsored by UnitedLex)
Team 16

Connecting Lawyers to
Social Entrepreneurship: The
Ultimate Two-For? Lawyers
Give and Get
Team 17

The Right to Rat: Protecting
Whistleblowers from a Bad
Rap
Team 18

eversheds.com
©2015 Eversheds LLP
Eversheds LLP is a limited liability partnership
eversheds.com
©2016 Eversheds LLP
Eversheds LLP is a limited liability partnership

The document summarizes the key findings of a survey conducted by LexisNexis Pacific in 2014/2015 regarding workflow and productivity challenges facing law firms. The survey found that the top initiatives used by law firms to improve efficiency were technology, knowledge management, and staff training. It also identified that the main goal for law firms and in-house legal teams is to make each individual lawyer more productive and efficient. The document explores how optimizing technology resources, talent management, and modifying staff roles can help achieve greater efficiency.

Globalizing discovery: A systemic approach

Deloitte United States

Nearly half (47.1 percent) of discovery, legal and information technology professionals say their organizations have responded to at least one global litigation, regulatory, or investigative incident in the past year, according to a Deloitte poll. Just 21.9 percent said their organizations could conduct discovery and produce evidence within mandated timelines for those global matters. 250+ discovery (37.7 percent), IT (24.4 percent), in-house counsel (23.9 percent) and law firm professionals (14 percent) responded to questions during a Deloitte Dbriefs webcast, “Globalizing Discovery: A Systemic Approach,” on March 29, 2017. https://www2.deloitte.com/us/en/pages/dbriefs-webcasts/events/march/2017/dbriefs-globalizing-discovery-a-systemic-approach.html

Compliance without tears

Deloitte United States

While many businesses may welcome fewer government regulations, what’s often most important to them is simply to spend less time on reporting and compliance. A focus on improving the customer experience may offer a key to reducing friction costs in government-business interactions. https://dupress.deloitte.com/dup-us-en/industry/public-sector/relationship-between-government-and-business-customer-experience.html

Modernizing compliance: Moving from value protection to value creation

Deloitte United States

More than 580 professionals in compliance (21.4 percent), internal audit (35.6 percent), risk management (17.7 percent), C-suite roles outside of compliance (22.6 percent) and corporate board members (2.7 percent) participated in a Deloitte Dbriefs webcast, titled “Modernizing compliance: Moving from value protection to value creation,” on March 30, 2017. Poll respondents largely work in the financial services (45.7 percent) and consumer and industrial products (23.2 percent) industries. https://www2.deloitte.com/us/en/pages/dbriefs-webcasts/events/march/2017/dbriefs-modernizing-compliance-moving-from-value-protection-to-value-creation.html

The hospital of the future

Deloitte United States

The document discusses how digital technologies may change hospitals globally in the future based on a crowdsourcing simulation with healthcare experts. The simulation identified five potential uses of digital technologies in hospitals over the next 10 years: 1) clinical command centers to provide real-time patient data and predict patient harm, 2) personalized portable care through 3D printing and robotics, 3) cloud-based electronic health records using AI, 4) use of digital technologies to simplify processes and improve patient experience, 5) intelligent staff recruitment and scheduling using cognitive analytics. The document outlines benefits of each use and concludes that investments in digital technologies may improve quality of care and operational efficiencies in the long term.

4 “I wish I would haves” to avoid – Lease management and lease accounting

Deloitte United States

Deloitte was founded in 1845 in London, UK. It is headquartered in New York City and has the Chairman Stephen Almond and CEO Barry Salzberg. In 2008 and 2011, Deloitte announced aggregate revenues of $27.4 billion and $28.8 billion respectively, marking consecutive years of double-digit growth. Some criticism of Deloitte includes overbudget and faulty projects for LAUSD and California courts, and a potentially misleading report for the Australian tobacco industry.

A snapshot of today’s residential electricity customers

Deloitte United States

American consumers are starting to feel better about the economy and growing supply of domestic energy resources, but they remain committed to reducing their electricity consumption, according to the Deloitte Resources 2015 Study. The survey of more than 1,500 household decision makers finds consumers have largely focused on basic tactics to cut their energy use and are not following through on their intentions to invest in more capital-intensive measures such as rooftop solar panels or smart energy apps. Nonetheless, their interest in more advanced energy management tactics persists, creating opportunities for electricity providers who can make the right offer. To learn more, visit www.deloitte.com/us/resources

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Deloitte United States

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Deloitte United States

1) The document discusses ways for government and businesses to work together to reskill workers as jobs are changing rapidly due to new technologies. 2) It suggests focusing training programs on specific job needs, expanding apprenticeships to new fields, and assisting lower-skilled workers. 3) The government could play a role connecting employers to job seekers and facilitating partnerships between education and industry.

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Deloitte United States

2018 UK Automotive Consumer Study

Deloitte UK

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Deloitte United States

EU General Data Protection Regulation: Practical steps for compliance, third ...

Deloitte United States

The European Union (EU) General Data Protection Regulation (GDPR) took effect May 25, 2018, yet only 34.5 percent of nearly 500 professionals involved in GDPR compliance efforts say their organizations can defensibly demonstrate compliance with the new data privacy rules today, according to a July 2018 Deloitte poll. Further, only 13.6 percent of respondents are confident that their organizations know what data third parties have and are leveraging artificial intelligence (AI) and other technologies to analyze and manage third-party contracts for GDPR compliance. To learn more, go to: https://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/few-organizations-are-gdpr-compliant-eu-data-privacy-contract-management.html

Education's next frontier

Deloitte United States

Integrated next-generation technologies may equip students to continue their education their entire lives, and can address three goals: fortifying student skills, increasing education’s ROI, and enabling students to be innovative and entrepreneurial. Education technology providers will likely need to shift their focus from content to connections. Download the full Deloitte Review article here: http://deloi.tt/2wfvlnd

The need for speed in financial governance: Mitigating the risks of misstatem...

Deloitte United States

- A Deloitte poll of over 1,000 C-suite and other executives found that during the past 12 months, 22% had not revised any financial processes, 37.1% had revised one process, and 26.8% had revised more than one process. - For the next 12 months, 19.9% do not expect to revise any processes, 31.7% expect to revise one process, and 30.3% expect to revise more than one process. - The most likely driver for financial process revisions in the next 12 months is implementation of new technologies (48%), followed by changes to accounting standards (23.8%), and material weakness or deficiency remediation (6%).

The unique and complex considerations of digital asset custody

Deloitte United States

Digital assets as an asset class has matured with increasing rates of adoption among retail and institutional investors. As custodians engage, they are facing unique complexities across many regulatory bodies, new varieties of audit and controls considerations and evolving risk frameworks. This paper, starting on page 4, explores important considerations for custodians of digital assets as explained from the various leaders within Deloitte’s digital asset practice.

The future of regulation: Principles for regulating emerging technologies

Deloitte United States

As risks continue to abound, many plan to strengthen internal controls

Deloitte United States

Tightening pressure transforms the landscape: The state of asset management

Grant Thornton LLP

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2018 Human Capital Trends: A government perspective

Deloitte United States

Our annual Global Human Capital Trends report for 2018 showcases a profound shift facing leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of not only workforce satisfaction internally, but also connections to the external world, customers, partners, and society at large. What does this mean for human capital in government organizations? The rise of the social enterprise demands that the public sector bring a determined focus on building social capital by engaging with diverse stakeholders, accounting for external trends, devising strategies that manage new societal expectations, and creating a sense of mission and purpose throughout the entire organization. Access the full report here: https://deloi.tt/2MDJUJM

Few Government Professionals Feel Prepared to Comply with Lease Accounting St...

Deloitte United States

Cio's role measured innovationdebate_022312

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The document discusses the debate around whether CIOs should focus on sustaining existing business operations through incremental innovations using emerging technologies, or leading disruptive innovations that transform business models. Some arguments are that CIOs should prioritize efficiency and regulatory compliance, while others say they are well-positioned to help businesses capitalize on new technologies by disrupting the status quo. The author concludes that CIOs who understand disruptive innovation theory can help evaluate both sustaining and disruptive opportunities, guiding investments that achieve competitive advantage without neglecting core IT responsibilities.

Third-party governance and risk management: 2018 Global Survey

Deloitte United States

Commercial Law

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This document provides an overview of several topics related to commercial law in the UK and EU. It discusses the proposed Common European Sales Law, considerations for mitigating contract risks due to the Eurozone crisis, the Groceries Code Adjudicator Bill, and developments since the implementation of the UK Bribery Act a year ago. Key points covered include the scope and impact of the proposed sales law, contract terms to address currency and payment risks, the functions and potential effects of the Groceries Code Adjudicator, and compliance steps companies have taken in response to the Bribery Act.

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1. LawWithoutWalls 2016 Projects of Worth

2. 2016 Projects of Worth Each year, student teams are assigned a “Project of Worth”. Their task is to create an innovative startup solving a real problem in legal education or practice. Here is a list of the 2016 Projects of Worth.

3. Teach an Old Dog New Tricks: How can Technology Help Aging Populations Know Their Rights? Team 1

4. Microsoft’s HoloLens, Google Glasses, and Infinity AR: How Should Augmented Reality Change the Legal Marketplace? Team 2

5. How Can Law Keep the Sporting Industry Fair? You Be the Referee Team 3

6. Even Tradition Can Be Enhanced With Technology: How Can IT Improve Important Trial Processes? Team 4

7. Fight or Flight: Where Can/Should Lawyers Go after Biglaw? Team 5

8. Growing Pains: How Can Law Firm Leaders Manage and Leverage Today’s Multi- Generational Firm for the Future? Team 6

9. More Minorities at the Top: What Will It Take To Increase and Sustain Diversity in High-Level Legal Leadership Positions in Law? (Sponsored by Diversity Lab) Team 7

10. If Airlines Can Do It, Why Can’t Law Firms? How Can Law Firms Profitably Disaggregate Services Without Being Despised? Team 8

11. Catch 22?: Assessing the Ethics programs of M&A Targets, Partners and Suppliers Without Reference to a Specific Country’s Laws or Regulations (Sponsored by Lockheed Martin) Team 9

12. In a Big Data World, How Should Service Providers Strike a Balance Between Making Money and Responsibly Managing Users’ Data? (Sponsored by Microsoft) Team 10

13. Does Practice Make Perfect? How Do We Find an Objective Measure of Legal Quality? (Sponsored by LegalZoom) Team 11

14. In the Modern New Legal Education Landscape, How Can We Measure Success? Team 12

15. Cooking Up a Secret Sauce: The Law School Application and Admissions Process, Reimagined Team 13

16. How can Lawyers use Technology to Help Millions Around the World Live Longer, Healthier, Happier Lives? (Sponsored by Bupa) Team 14

17. Forget Me Not? Helping Today’s Youth Gain Protection From a Right to be Forgotten Tomorrow Team 15

18. What's the Recipe: How Can General Counsel Offices Measure Success Internally and Across the Organization? (Sponsored by UnitedLex) Team 16

19. Connecting Lawyers to Social Entrepreneurship: The Ultimate Two-For? Lawyers Give and Get Team 17

20. The Right to Rat: Protecting Whistleblowers from a Bad Rap Team 18

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