Legal Futures Roundtable Report in association with LexisNexis Enterprise Solutions: The law firm of the future
No larger firm can ignore the demands of innovation – that was the clear message from our most recent roundtable: “The law firm of the future”, sponsored by LexisNexis Enterprise Solutions. It comes in many forms, predominantly but not just technology, and is not simply a case of automating process. Expertise and process are not mutually exclusive.
The working practices of property lawyers have changed little since the 19th century. Many aspects of the conveyancing process remain offline – documents are still on paper and the data entered manually. The commercial transaction process is laborious, slow and… Read More
The march of the digital conveyancer continues apace, from the government planning to create the largest repository of open land data in the world, to the rapid adoption of sophisticated technology by conveyancers, such as chatbots and artificial intelligence. So,… Read More
This Legal Futures roundtable report, published in association with Thomson Reuters, looks at what SME law firms are doing to grow their profit margins at a time of economic uncertainty and ever-greater competition. What was so striking about the debate was that despite the very different practices represented around the table, the approach was largely the same. Putting a few lawyers around a table invariably produces a stimulating and challenging discussion, and this was no different.
This Legal Futures roundtable report, published in association with LexisNexis, looks at what we call ‘the value proposition’ – how innovative firms have set upon a distinctive path and are ploughing them with vigour and success.
The fourth issue of Legal Futures Insight takes on arguably the biggest issue in the market today: what technology means for legal practice.
The purpose is not to look at what has become commonplace technology, but instead to look to the future, such as to artificial intelligence. We investigate how advanced data processing and contract analysis have delivered some spectacular results already, while virtual assistants could lead to a new breed of ‘knowledge worker’, who will not be a lawyer or accountant. Is AI the end of the lawyer, or actually liberation from more routine work?
The third issue of Legal Futures Insight delves into an area of legal practice that has been in constant turmoil over recent years: personal injury.
MedCo has been the source of constant headlines on our sister site Litigation Futures in recent months, and in this issue we explore what is going well and what not so well. With the process of weeding out some of the worst offenders now underway, is fragmentation of the market for medical reports is a good thing or will it only lead to more confusion?
The second issue of Legal Futures Insight explores some of the big changes shaping the future of conveyancing. With award-winning marketing, massive investment and a later than expected launch, Veyo has finally arrived. Leading conveyancers, including the head of a top five firm, the new president of the Law Society and licensed conveyancers myhomemove give their very different reactions.
The first in our quarterly Insight series looks at the regulation of legal services and how it is changing.
It explores different reactions to four fundamental changes the profession is having to grapple with this year – the end of hours-based professional development, the arrival of a real choice of regulator, changes to the Separate Business Rule and the Solicitors Regulation Authority’s plans to slim down the Accounts Rules and the Code of Conduct.
This Legal Futures Special Report, published in association with Thomson Reuters, looks at how SME law firms are driving change in the delivery of legal services. The report also highlights the central role technology is having, with firms using it either to improve what is already in place today or to enable the delivery of services in new ways.
Having been team leader, department head, division head and managing partner, I understand well the frustration (and anger) that managing partners and CEOs voice to me: “We’ve asked them a dozen times, but still they aren’t doing what we need!”