Gateley Selects The Law Society LexisOne Moves To Azure
aka ‘The Orange Rag’Top stories in this issue LOD hires LexisNexis director of solutions Nigel Rea, P.2 Duncan Eadie joins Charles Russell Speechlys, P.3 DLA pilots thedocyard as UK demand grows, P.4 More on Weightmans’ litigation decision engine, P.4 Vizlegal: Access to justice and the urgent need for a lawtech revolution, P.6 Catherine Bamford on pulling teeth and permission to fail, P.12 Eigen who? The startup with 13m world domination plans, P13 Marie Bernard, CEO of Nextlab Labs, on ‘innovation as a service’, P24 Gateley selectsLexisOne The Law Societymoves to AzureGateley has selected LexisOne as its enterpriseresource planning (ERP) system, we understand,although contracts have yet to be formally signed andas a listed company Gateley said that it is unable toconfirm the selection or comment in advance of anyformal notice to the market.The AIM-listed law firm has undertaken a lengthyRFP process involving multiple presentations thatin the end came down to two: incumbent providerThomson Reuters Elite and LexisOne.This is a much-needed win for LexisOne,which despite a successful rollout at UK top 30 firmFieldfisher, had yet secure another law firm win sinceUK top 100 law firm Wedlake Bell’s dramatic U-turnat the start of 2018, which saw it opt to migrateto Elite 3E, four years after announcing that it hadselected LexisOne.It is understood that Lindsey Barthram, who ledthe roll out of LexisOne at Fieldfisher, will be assistingGateley within his new role as director of consultingservices for EMEA at Wilson Legal Solutions.LexisOne is a cloud-native SaaS solutionpowered by Microsoft Dynamics 365 in Azure,meaning that Gateley will be one of the front runnersin the sector in terms of putting their core financialdata into the public cloud.However, the firm is no stranger to leading themarket, having been the first UK firm to list on AIMas long ago as 2015.The Law Society of England and Wales has movedto Office 365 and is in the process of moving its apps,data and infrastructure to Azure, we can reveal, as part ofa 10m transformation plan kick-started 18 months ago,as the body creates its own IT department and movesaway from the historic model of sharing back-officeservices with the Solicitors Regulation Authority.As part of the transformation plan the Law Societyhired Jane Deal as its IT director and Gareth Preece ashead of IT, as well as building up its support functions.Deal was previously a director of ExperiaConsulting, according to her LinkedIn profile, where shehad “significant experience in IT leadership, businesschange, and business design.”We asked the Law Society about the move to thecloud, the hurdles and whether this shift is symbolic forthe rest of the legal market, as law firms increasinglyconsider their own moves to the cloud. The Law Society,which initially had concerns over the security of cloudtechnology says: “We see more and more cloud-basedservices meeting and exceeding the standards around allthese considerations.”When did you first start looking at moving to thecloud?Our IT Transformation Programme, set up 18months ago, has been considering and adopting cloudservices for TLS over that time period.THE LAW SOCIETY MOVES TO AZURE CONTINUESON PAGE 225,000 peoplecan’t be wrongPage 1 (314) June 2018Proclaim encompasses Practice,Case and Matter Management, and isendorsed by the Law Society.Book a demonstration 01274 704 100 or eclipselegal.co.uk
aka ‘The Orange Rag’THE LAW SOCIETY MOVES TO AZURE CONTINUEDFROM FRONT COVERHowever, our serious consideration of modern andcloud-based technologies pre-dates that - and originatesin our drive constantly to modernise and improve ourservices to members. Indeed, moving onto more modernplatforms was part of our reasoning for creating our ITTransformation Programme in the first place.What were the key considerations in that decision?Cloud and software-as-a-service technologies havenow, in our view, reached a level of both maturity andinevitability in many common business areas that it isnow a good time for us to consider migrating to them.Maturity can be measured in terms of functionality (howrich and flexible cloud technology offerings are), security(how safe cloud technologies are for our data and forthat of our members), compliance (how cloud tech canmeet evolving compliance needs such as GDPR), andaffordability (whether it makes business sense to move tocloud technology).We recognise that many people in the marketplace(including ourselves) have initially had concerns aboutthe security and flexibility of Cloud services.While we assess our technology choices on acase-by-case basis, we see more and more cloud-basedservices meeting and exceeding standards around allthese considerations.What were the hurdles and how did you get pastthat?Broadly the hurdles of adopting new technologyto improve business and customer process are similarregardless of the technology being implemented. Theyare around taking people in the business on the journeywith you,and ensuring that business processes areaddressed and modernised on an equal footing with thetechnology to drive out benefits. Fortunately, there are ahost of change management methodologies, techniquesand tools out in the market. We are adopting these bestpractices when it comes to our IT change, recognisingthat all IT change entails business change.There are some specific challenges with Cloudservices, for example: Moving from a commercial model and mindsetof “buying” a piece of software to a “pay-as-youconsume” business caseMoving from a mindset of “owning” data (on ourpremises and servers), to place of being a sovereignguardian over data.Moving from the idea of heavily customising “our”system to the idea of configuring flexibly to allowconstant improvement and upgradeBut these sorts of challenges are part of the widerbusiness change of becoming an increasingly flexible,Page 2 (314) June 2018customer-focused business that underlies the movementtoward newer and better technologies in so manyindustries.Who is leading the project internally?We have a dedicated Programme team andProgramme Management Office leading this change forour business.Who are you using for advice/guidance/a systemsintegrator?We have ensured that we have guidance internally(by building a programme team and technical office thathas rich expertise in the changes we are making) andexternally (by seeking initial advice on the formationof our Programme from a major systems integrator, andby continuing to build delivery partnerships with strongfirms in the market).Is your move symbolic for the rest of the legalmarket?IT and business change are a constant in manymarkets - and the impact of cloud technologies isbeing felt across many industries at this time. While weimagine many law firms are facing similar questions anddecisions, we can only talk about our own experienceand our own systems changes.We are also part of a much wider market - that isthe marketplace of member-focused organisations moregenerally. Once again we imagine many peer memberorganisations are facing similar challenges.For information, on 14th June the Law Societylaunched a Public Policy Commission looking to explorethe impact of technology and data on human rights andjustice. We have also recently unveiled a partnershipwith Barclays which aims to bridge the gap betweenemerging innovations and law firms creating an ‘EagleLab’ in Notting Hill, West London. LOD hiresLexisNexis directorof solutions NigelReaLexisNexis’ director of solutions Nigel Rea hasjoined LOD (Lawyers on Demand) we can reveal,helping the flexible legal services adviser to develop itsgrowing projects-based managed solutions business.Rea started on Monday 25 June with the title ofservice development director. His hire follows the newsin May that Bryan Cave Leighton Paisner had sold off itsentire stake in LOD, which in 2016-17 generated around 35m in revenue, to private equity firm Bowmark CapitalSpeaking to Legal IT Insider in advance of the move,LOD co-founder and head Simon Harper said: “Nigel
aka ‘The Orange Rag’has a deep understanding of the legal services spectrumand environment but also has a consulting background.He was a consultant at Accenture in the early part of hiscareer and has a strategy background, and he has beeninvolved in legal technology. That’s a mix that really helpsus with the wrapper that we are giving to our managedsolutions business.“In the middle of managed solutions are,unsurprisingly, people, who are the core of our business.But around that is a wrapper of project management,consulting, technology and data, and having Nigel witha mixture of knowledge of all of those will be reallyuseful.”LOD is becoming increasingly global in reach,having opened recently in Dubai and Germany and in2016 merging with Asia Pacific contract lawyer businessAdventBalance, which gives the combined companyoffices in Hong Kong, Sydney, Singapore, Brisbane,Melbourne and Perth.However, Rea will sit within the London team andwork predominantly with LOD’s UK clients.Harper added: “One of the slightly unusual thingsabout us is that although we’re a business of 230 people,at any one time only 30 permanently sit in one space. InLondon the management team sits in one big space sothat they can easily collaborate.”In-house teams are thinking increasingly strategicallyabout how they run the department and lawyers in theLOD managed solutions space are increasingly helpingclients with their own internal project management andlegal technology needs, in a form of outsourced legaloperations role.Harper said: “For us ‘managed services’ meansteams of LOD lawyers doing either a particular workstream, slice of work or large project, wrapped by ourproject management, consultancy and or technology andmanagement information to provide a whole service.”Rea will be working closely with Gervais CarltonBlake, who joined LOD as its first chief informationofficer in 2017.However, Harper adds: “This is not about LODbecoming a tech business but about partnering with theright people to support what our clients want to do.”Speaking to Legal IT Insider Rea said: “I’ve got theutmost time and respect for Lexis and the team – theyhave an amazing batch of things planned and it’s a goodyear for them.“For me, I really like what the LOD team are doinghere. They are working with their clients to deliversolutions in new ways and working with landmark clientsjoining up people, process and technology to delivernew ways of working. It felt like a great opportunity toPage 3 (314) June 2018join and help them to evolve some of the work they aredoing really well and open up new opportunities.”Much of the emphasis going forward will be onpartnerships that deliver mutually beneficial competitiveadvantage and Rea said: “What we’ll be looking to dois ask what are the right partnerships for us and whatare the right organisations that are really collaborativeand what can we put together to tackle the problems ourclients are facing.”He adds: “If you look at the legal market thereis a huge amount of change. I’ve worked with a lot oftechnology and it is ripe for a human layer wrappedaround it.“Technology isn’t just about buying the box anddropping it off; it’s a more nuanced problem solved byapplying people and process and that’s what LOD areabout.” Duncan Eadiejoins Charles RussellSpeechlysCharles Russell Speechlys has appointed DuncanEadie as director of information technology.Eadie was formerly IT director at Foot Anstey and in2015 was made an equity partner at the UK top 100 firm.He is still one of the few UK IT directors to be awardedpartner status.Eadie’s previous roles have included IT manager atWhite & Case for a year between 2002-03; and Head ofIT for London, CIS and the Middle East at Baker McKenziebetween 2003 – 08. Before White & Case he was seniorinternational business liaison manager at Norton RoseFulbright.James Carter, managing partner at Charles RussellSpeechlys, said: “Technology is a key element of thefirm’s strategic positioning and client proposition. Welook forward to having Duncan at the helm of ourtechnology change and innovation projects and I warmlywelcome him to the firm.”It’s not often we mention what IT directors do intheir spare time, that could be dangerous. But Eadie wasnotably a member of the first British team to cross thePenny Icecap in the Canadian Arctic and has completedexpeditions crossing Greenland and to the North Pole,resulting in his book Cold Feat: A Journey to the NorthMagnetic Pole.He takes over from Sam Luxford-Watts, who wasonly appointed as permanent IT director in January 2018
aka ‘The Orange Rag’after working on an interim basis for a few months.Before that the role was held by Rob Cohen, whois now CEO of Futurae, a consultancy specialising inrisk management and IT merger due diligence andrestructuring.Speaking to Legal IT Insider about his new roleEadie, who started at Charles Russell on 11 June, said:“It’s obviously a great firm and they are a considerablesize after their merger three and a half years ago. Theyare looking to take their technology to the next level andall the things I’ve done before in an international setting.”He adds: “The legal environment is becoming morecompetitive with a greater focus on technology and it isa great place for technology to flourish.” In demand atthedocyardAustralian headquartered transaction managementplatform thedocyard is in pilot with DLA Piper as demandfrom the London market grows.The docyard in June unveiled a major userexperience upgrade which it launched ahead of itsiManage and NetDocument integrations coming out inAugust.Headquartered in Sydney, thedocyard’s founderand CEO Stuart Clout tells us that plans are afoot for amove into the London market thanks to the volume ofdemand.Speaking about the UX upgrade he tells us: “Afterconsultation with our firms, especially the Australianfirms we work closely with, we’ve taken the platform tothe whole next level in terms of usability and interface.We compete with a couple of products and if you stickthem all together, our USP is that you can do all of yourtransactions in our platform.”He adds: “For technology like ours, zero supportis required and lawyers typically launch and managethe digital spaces themselves rather than having to ringa practice support manager or IT. If a deal comes inyou can have a deal space live in minutes and it’s multitenanted. Lawyers can see the deals they are personallyrunning in thedocyard and if there are other deals I’minvolved in I can see it in my instance. In other platformsI would have to go into that instance separately. The bigholy grail is that I can see it all together.”He adds: “I predicted two years ago that thetechnology needs to be driven by lawyers, it’s no differentto Outlook and email.”Transaction management is an area that will shortlysee a number of major deals announced, if they gopublic. Clout says: “We solve a boring problem that hasalways existed: it’s not sexy or AI or bullshit or hype. Youuse post-it notes and emails to run a 6bn deal and youknow it’s rubbish.”Thedocyard is working on an integration withMicrosoft Office 365, which will allow full livePage 4 (314) June 2018collaboration within documents in thedocyard. Cloutsays: “You can launch a version of the share purchaseagreement and the other side starts working on itimmediately. There’s one version and you’re tracking allthe changes.”He adds: “In two years’ time there will be juniorlawyers laughing in a bar saying, ‘do you know thatlawyers used to email documents around?!’” More onWeightmans’litigation decisionengineWeightmans in June announced that it has entereda partnership with the University of Liverpool and KiraSystems to develop an AI-backed decision engine to helpidentify arguments for settling cases – interesting in itself,there is more to the partnership than that.In what you might call the first ‘limb’ of theproject, Weightmans is using Kira’s technology to extractroutine client data that needs to be entered into its casemanagement system in an often time consuming andrepetitive fashion on opening a matter.Weightmans’ director of innovation Stuart Whittlesaid: “What we’re trying to do when we open amatter is to take some of the documents from our casemanagement system and pass them to Kira, then notifythe case handler that Kira has read the document andextracted the data. A human can cast their eye overwhether Kira has extracted all of the data and if not, thenfill in any blanks and that the information that Kira hasextracted is right, and if not change it. Once that hasbeen signed off, we’ll put the data into the CMS.”He adds: “Most of our clients require us to inputlarge volumes of information. We want to make thecapturing of that management information less timeconsuming, more accurate and more consistent. We alsowant to make sure our lawyers’ time is spent in the bestpossible way.”This is a new way of using Kira’s technology andWhittle said: “This is an unusual use case for Kira.However, it’s been used by a lot of large firms so isproven technology. Plus, their approach to the proof ofconcept made it really easy and cost effective for us totest whether could help us.”The second limb of the project sees Weightmanspartner with the University of Liverpool to develop adecision engine capable of assessing litigation outcomes,and Whittle says: “We want to get to the stage where wetake the data from Kira and not only pass that to the CMSbut also to the decision engine.” Weightmans anticipatesthe technology being used by Autumn this year.Kira might ask, for example, ‘was the claimantprovided with hearing protection?’ and Whittle says:
aka ‘The Orange Rag’LINK Appby mobile:helixTMEdit, annotate, redline, search, sendDMS, Outlook, Word“That’s a question that the decision engine needs toknow.”He adds: “We’re using Kira to extract thatinformation from, e.g. the claim form to enable us to turnit into a yes /no answer for the decision engine.”The decision engine has far reaching potential andWhittle says: “My hypothesis is that if it works in thisarea, we can use it for quite a lot of different areas, andwe’ll end up with faster, better decision making.“It will either say ‘yes settle’ or ‘no fight’ or will tellus that if we get this and this bit of information we’ll savea significant amount of time in reaching a decision.”This will be of most benefit in the likes of volumeinsurance litigation. Whittle says: “It’s not going towork for a one off, enormous piece of litigation: that’snot the problem we’re trying to solve. It will potentiallyapply to anything where we have a sufficient amount ofpredictable and/or repeatable work.” Linklaters toappoint a CTOLinklaters is in the process of looking for a chieftechnology officer, after director of technology MattPeers was appointed as global chief operating officer inaddition to his existing role.The new CTO will report to Peers and have overallresponsibility for technology strategy, informationsecurity, architecture, and the delivery of technologyprogrammes that support the strategy.Peers currently has 23 direct reports but after theappointment of the CTO will have two: operations anddelivery.Peers was appointed as global COO on 1 May,replacing Peter Hickman, who remains global chieffinancial officer.The global COO appointment saw Peers jointhe magic circle firm’s executive committee, with thenew appointment designed to help the firm drive andaccelerate change.Page 5 (314) June 2018Watch our2-minutevideo Blockchain for LawFounded in April by Stevie Ghiassi, CEO of Legalerand president of the Australian Legal TechnologyAssociation, ’Blockchain for Law’ is a new private networkof verified lawyers from around the world dedicated toexploring the intersection of blockchain and the law.As blockchain technology challenges everythingfrom banking and financial systems, the role ofgovernments, healthcare and personal data, theinfrastructure of the internet
Thomson Reuters Elite and LexisOne. This is a much-needed win for LexisOne, which despite a successful rollout at UK top 30 firm Fieldfisher, had yet secure another law firm win since UK top 100 law firm Wedlake Bell’s dramatic U-turn at the start of 2018, which saw it opt to migrate to E
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
Silat is a combative art of self-defense and survival rooted from Matay archipelago. It was traced at thé early of Langkasuka Kingdom (2nd century CE) till thé reign of Melaka (Malaysia) Sultanate era (13th century). Silat has now evolved to become part of social culture and tradition with thé appearance of a fine physical and spiritual .
On an exceptional basis, Member States may request UNESCO to provide thé candidates with access to thé platform so they can complète thé form by themselves. Thèse requests must be addressed to esd rize unesco. or by 15 A ril 2021 UNESCO will provide thé nomineewith accessto thé platform via their émail address.
̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
the standard represented by the Associated Board of the Royal Schools of Music (ABRSM) Grade 5 Theory examination. The module will introduce you to time-based and pitch-based notation, basic principles of writing melody, harmony and counterpoint, varieties of rhythmic notation, simple phrasing, and descriptive terms in various languages.
