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This is the third in a series of articles on the topic of innovation in the legal services field by Partner Richard West.
Our personnel could become CEOs of their own legal start-ups after we shortlisted six of the 100+ proposals generated through our Ideas Lab, which will now be turned into prototypes.
We have brought two leading data scientists into our rapidly growing Data Science team in the latest chapter of our ambitious plans for technology innovation.
Kennedys continues investment in innovation with latest release of online personal injury litigation tool
We are pleased to announce the latest release of our virtual defence lawyer KLAiM, reinforcing our commitment to innovation and the changing legal landscape.
In 2009, I argued that lawyers were rather missing the point when suggesting to their clients that as lawyers, they wished to work more closely in a partnership with them in order to solve problems; without realising that they were a part of the problem themselves. The stark reality is that lawyers’ clients regard the instruction of their own lawyers (as one on my partners succinctly describes it) as ‘a distress purchase’. It seems far more likely that the reality is that lawyers’ clients do not want to instruct lawyers at all. Lawyers who have set their pricing models based on ever-increasing claims volumes or greater levels of attritional work are, therefore, rather missing the point, and missing it by some distance.