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Are Incubators Only For Big Law? Austrian Firms Show Collaboration Is The Answer – Artificial Lawyer
By pooling resources between seven firms, and then bringing in the support of local universities and other bodies, the law firms (see below), which include major local brands such as Dorda, Schönherr and Wolf Theiss, have been able to put together what they may not have been able to do on their own.

For example, although Dorda is a well-known and leading firm in Austria and the region, it has less than 100 lawyers in total – and devoting fee earner time to creating and running an incubator would be a strain. But, if you combine a firm of this size with the firms below, then they have the resources of a far larger business.

Although the LTHV doesn’t appear to have gone down that road yet, another opportunity here could be to pool anonymised contract data to help NLP/ML start-ups – something that Singapore is planning to do.

Overall, this collaborative approach could be a model for law firms in other parts of the world that also want to explore working directly with start-ups and scale-up legal tech companies, but that feel limited in terms of resources. 
innovation  firms  incubator  r&d  collaboration 
4 weeks ago by JordanFurlong
Forum Magazine: A Safe Space for Innovation — Law Firms Creating “Captive ALSPs” | Legal Executive Institute
oday’s market for alternative legal service providers (ALSPs) has become larger, quickly growing and more broadly adopted by clients looking for more nimble or lower cost options to law firms alone.

In response to clients’ needs, ALSPs are leveraging different business models, emerging in all shapes and sizes from the Big Four accounting firms to small, tech-savvy disruptors, according to a new report on the sector from Thomson Reuters Legal Executive Institute, in partnership with Georgetown University Law School’s Center on Ethics and the Legal Profession, the University of Oxford Saïd Business School, and legal research firm Acritas.

One of these new formations — captive ALSPs — has seen law firms seek to regain their competitive edge in the market by essentially creating in-house ALSPs that can allow the firm to pitch a wider range of services to clients and offer oversight of the work while keeping costs low. Indeed, this was the first year the report measured the impact of captive ALSPs, and it found that the new model was making “headway among law firms of all sizes in both the US and the UK.” Further, when captives are included in ALSP market totals, “the scope of the alternative legal services model and market expands significantly,” the report notes.

Lisa Hart Shepherd, CEO of Acritas, said captive ALSPs were included in the report totals this year because they’ve grown very quickly and are becoming quite commonplace within the market. “Among the large law firms, if they don’t already have an in-house ALSP, then they are looking at having one,” Hart Shepherd says. As part of the report, Acritas conducted telephone interviews with representatives of 35 ALSPs located in the US, UK, and other countries. While law firms were not willing to release the revenue or growth figures for their captive units, some noted that the units had staff that numbered in the hundreds of employees.
newlaw  subsidiaries  r&d  innovation  firms 
4 weeks ago by JordanFurlong
'This Is Not Greenberg Traurig': Firm Leader Touts New Innovation Venture | The American Lawyer
Greenberg Traurig chair Richard Rosenbaum recognizes that the traditional full-service law firm can’t do everything.

For clients’ primary needs—excellence in core legal areas—they’re not looking anywhere else. But when it comes to so-called “commoditized” work, they have an increasing set of options, and law firms will invariably struggle to keep up with the technology needed to compete.
His firm announced this week it was founding a subsidiary, Recurve, that will partner with artificial intelligence providers, staffing firms, real estate innovators and other startups to guide clients as well as other law firms in taking advantage of the growing range of services available. The idea is to be “innovation architects,” who identify client needs and guide them toward solutions, but won’t execute them or engage in the practice of law.

The initiative will be run out of Warsaw, Poland; Tel Aviv, Israel; and Denver, and will also include operations in strategically selected locations like Austin, Texas; Berlin; and South Florida. The 2,000-attorney firm has existing offices in all of these locations.
Rosenbaum spoke Wednesday with The American Lawyer about his vision for Recurve and what is novel about the offering.

In your own words, what is Recurve?

Over time we obviously have seen the evolution of both technology and other forms of staffing, artificial intelligence and other value-enhancing ways of addressing so-called repetitive and commoditized aspects of legal work. Because of that, there has arisen a lot of capital spending and business units within law firms, with limited success for the most part. It’s very hard to keep up with the cutting edge.
innovation  r&d  offshore  process 
9 weeks ago by JordanFurlong
VW Group Acquires Blackberry R&D Center, Launches Infotainment Arm
The Volkswagen Group is taking over BlackBerry’s European research and development center in Bochum, Germany, buying the Canadian telecommunications company’s assets, which include those of software developer QNX. via Pocket
automotive  connected  r&d 
9 weeks ago by thewavingcat
The UK's Top Legal Tech Incubators: A Firm-By-Firm Guide | Legaltech News
This year alone has seen Slaughter and May, Clifford Chance and Ashurst all launch new initiatives. Even Barclays and PwC have taken interest with their own legal-tech focused programs.
The benefit for law firms is that they get in at the ground level with high-growth (and potentially high fee-generating) clients, or they can boost their own practices by bringing their technology in-house.

But you would be forgiven for losing track of which firm has done what. Here, Legal Week rounds up the main incubator-style programs run by U.K. Top 50 firms.
r&d  innovation 
9 weeks ago by JordanFurlong
Greenberg Traurig Announces the Founding of "Recurve": A First-of-its-Kind Global Shared Services Platform Transforming the Delivery of Tech, Staffing, Space, and Other Support Services for the Legal Industry | News | Greenberg Traurig LLP
Recurve's core focus areas are intended to include innovations in technology solutions, artificial intelligence, project management, alternative staffing, novel space innovations and other developing aides for lawyers and clients which do not involve the actual practice of law. 

“Recurve will work outside the traditional legal model to provide previously unavailable tools and efficiencies in the legal ecosystem, bringing together diverse talents and resources across the globe in a collaborative platform aimed at industry-wide innovation to help attorneys and clients adapt to the rapidly changing legal landscape,” said Richard A. Rosenbaum, Executive Chairman of Greenberg Traurig. “We are pleased to establish this unique and nimble business, initially as a wholly-owned subsidiary of Greenberg Traurig. Utilizing investments by strategic partners involved in its core disciplines and other equity investors experienced in the space to fund its capital requirements and operational needs, Recurve is intended to become the first law-firm founded, third-party financed global collaboration platform solely focused on creative innovation in the support of the delivery of legal services.”

Recurve will be staffed by a lean and experienced team of innovation "architects", well versed in client needs, the advantages of the traditional law firm model and the wide array of growing resources in the legal innovation marketplace. This team will serve as the point of contact for Recurve's clients to identify their needs and design appropriate solutions; but it will not itself execute them or otherwise engage in legal practice. 
innovation  offshoring  r&d 
9 weeks ago by JordanFurlong
JavaScript End to End Testing Framework | Cypress.io
Fast, easy and reliable testing for anything that runs in a browser. Install Cypress in seconds and take the pain out of front-end testing.
r&d  testing  javascript 
11 weeks ago by jdaihl
keycastr/keycastr: KeyCastr, an open-source keystroke visualizer
KeyCastr, an open-source keystroke visualizer. Contribute to keycastr/keycastr development by creating an account on GitHub.
keyboard  mac  screencast  r&d 
11 weeks ago by jdaihl
Eversheds Sutherland Announces Innovation Partnership with Fastcase on Artificial Intelligence (AI) Sandbox - Eversheds Sutherland
Eversheds Sutherland is pleased to announce a partnership with Fastcase, the leading next generation legal research service in the US, on a first-of-its-kind Artificial Intelligence (AI) Sandbox. Founded on the precept that data and intelligence can drive better solutions for clients, the Eversheds Sutherland AI Sandbox provides a platform for the global practice to innovate proprietary products for clients. 

To formally launch the partnership, Fastcase CEO Ed Walters provided an exclusive seminar and training in Eversheds Sutherland’s Atlanta office on April 18. Eversheds Sutherland is the first legal practice to receive the training, which was attended by Eversheds Sutherland Co-CEO Mark D. Wasserman along with other attorneys and members of the innovation, legal technology, research services and financial teams. 
robo  publishers  innovation  r&d 
may 2019 by JordanFurlong
IRI - The EU Industrial R&D Investment Scoreboard
" The EU Industrial R&D Investment Scoreboard provides economic and financial data and analysis of the top corporate R&D investors from the EU and from abroad. It is based on company data extracted directly from each company's Annual Report.

The Scoreboard is published annually in order to provide a reliable, up-to-date benchmarking tool for comparisons between companies, sectors, and geographical areas, as well as to monitor and analyse emerging investment trends and patterns."
EU  R&D 
april 2019 by pierredv
The Missing Piece in Big Food’s Innovation Puzzle
April 1, 2019 | WSJ | by By Carol Ryan.

.......In truth, they are becoming reliant on others to do the heavy lifting. Specialist food ingredient companies like Tate & Lyle and Kerry Group work with global brands behind the scenes to come up with new ideas. These businesses can spend two to three times more on innovation as a percentage of turnover than their biggest clients.

One part of their expertise is overhauling recipes. Ingredients companies can do everything from adding trendy probiotics to taking out excess sugar or gluten. Nestlé got a hand from Tate & Lyle to remove more sugar from its Nesquik range of flavored drinks, while Denmark’s Chr. Hansen helped Kraft Heinz switch from artificial to natural colors in the U.S. giant’s Macaroni & Cheese......Another service food suppliers offer is coming up with successful innovations to help revive sales. Nestlé’s ruby chocolate KitKat, which has become very popular in Asia, was actually created by U.S. cocoa producer Barry Callebaut, for example.

See also, "For innovation success, do not follow the money"
07-Nov-2005 | Financial Times | By Michael Schrage "There is
no correlation between the percentage of net revenue spent on R&D
and the innovative capabilities of an organisation – none,"...Just ask
General Motors. No company in the world has spent more on R&D over
the past 25 years. Yet, somehow, GM's market share has
declined....R&D productivity – not R&D investment – is the real
challenge for global innovation. Innovation is not what innovators
innovate, it is what customers actually adopt. Productivity here is not
measured in patents granted but in new customers won and existing
customers profitably retained..
Big_Food  brands  ingredients  innovation  investors  Kraft_Heinz  large_companies  Mondelez  Nestlé  R&D  shifting_tastes  start_ups  foodservice  Unilever  flavours  food  ingredient_diversity  health_foods  healthy_lifestyles 
april 2019 by jerryking
Managing Innovation teams in complex environments. – Simon Willis – Medium
Managers quite rightly want most of their teams to focus on doing really boring things repeatedly, as cheaply as possible. Most work is either tedious or pointless with the the scale between the two tending to correlate to pay. Rational decision makers therefore tend to try to move from low paid tedious work to more highly paid pointless work with graduates getting to start half way. Most of these people have neither the skills not the incentives to innovate anything although experience with low paid tedious work is at least valuable raw material.
To survive in large organisations and complex environments, innovators absolutely must allow others to take the credit for their innovations. If the senior leadership doesn’t know where the innovation comes from, the catalytic group will lose its funding and the credit taking group will win it. And a combination of ego, short-sightedness and stupidity, fuelled by perverse financial incentives, will usually ensure that they seek it and sincerely believe they deserve it.
Your stakeholders and funders will need to be comfortable with knowing that you are unlikely to have a better than one-in-seven success rate. Constant success and reports with 18 green traffic lights and one amber light and one red light are either just internal marketing (systematic, well intentioned lying.) In the public sector this is problematic to the point of impossible except where there is unusually enlightened risk-tolerant leadership or where all else has failed and utter destruction looms or where your senior manager is approaching retirement and actually doesn’t give a flying fuck.
You won’t be able to innovate with a group of rule-following all-rounders.
sigh  work  management  R&D  innovation  via:tristan 
february 2019 by libbymiller

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