The past year has seen a “step change” in the adoption of legal technology and innovation, in part as a result of Covid-19, a major piece of new research has found. However, significant barriers remain.
Access to judicial data should be made easier to increase public trust, while fears it will be used to create accurate predictions of what judges will do are overblown, a seminar heard last week.
The average annual growth rate for investment in UK lawtech companies over the past three years has hit 101%, a much bigger number than that seen in sectors such as finance or health.
A house in Kent is the first being sold using a blockchain network that connects conveyancers with estate agents and mortgage lenders.
There is near unanimity among the public that lawyers should have to demonstrate more actively than now that they remain competent throughout their careers, the Legal Services Board has found.
A solicitor who claimed she was not offered a job after completing her training contract because she was pregnant has lost her discrimination claim in the employment tribunal.
The Court of Appeal has rejected the claim that a man convicted of a sexual offence after a police officer posed online as a child was given inadequate legal advice.
The Council for Licensed Conveyancers has had to intervene after two professional indemnity insurers offered firms cover that did not comply with its minimum terms.
The Solicitors Qualifying Exam will make it easier for people to qualify as solicitors but move the “bottleneck” to newly qualified roles, a leading academic and the training head of a major law firm have predicted.
The extent to which legal work can be reduced purely to administration and process has been overstated and in fact “lawyers are needed for all legal jobs”, Professor Richard Susskind has acknowledged.
The coronavirus pandemic has plunged many litigators head-first into a new world of digital case management, and virtual and hybrid hearings.
Data, equity and inclusion analytics can play a pivotal role in increasing diversity and inclusion efforts by enabling organisations to effectively identify gaps, prioritise action and measure progress.
A law firm without a growth strategy is like any business that fails to plan for the future. It may continue to thrive in the short term but in the long term it is unlikely to succeed.