DOMINIO EVALUADO SUBTIPOS PRUEBAS EMPLEADAS
3.6. DCPO y cirugía cardiaca
3.6.1. Conceptos generales de DCPO y cirugía cardiaca
3.6.2.4. Tipos de cirugía
The following table summarizes
the research findings on key
considerations arising from these
industry levels trends.
TRENDS / FUTURE FACTORS
KEY CONSIDERATIONS
New Business Models
• Internal consolidation driving efficiency and enabling pricing flexibility
• Price competitiveness leading to alternative fee arrangements / fixed price deals
• New entrants with new business models emerging
• Non-legal entities capturing business from law firms • Technology playing a greater role
in enabling new business models
Law Firms
What alternative fee arrangements are being explored as alternatives to the billable hour? What impact could alternative fee structures have on revenue and profitability?
How might the increasing sense of partnership and risk-sharing between firms and clients impact business models?
How can technology tools such as predictive analytics help in creating new business models? How could the tension between human and automated service delivery be balanced?
The Legal Sector
How could the transition from a sellers’ to a buyers’ market impact the legal sector? What legal constraints might be imposed on the business models adopted by law firms?
Organizational Reframing
• New management structures emerging (e.g., “flat” organizations)
• Increasingly permeable law firm boundaries with greater use of outsourcing and specialist partners
Law Firms
How might organizational structures evolve to differentiate between value added legal services, commodity law and back office functions?
What organizational and infrastructural changes are required to enable firms to be more flexible, innovative and responsive?
The Legal Sector
How might the sector redefine itself in the face of new entrants such as external investors, non- legal entities and technology companies?
Could law firms increasingly shift from a partnership model to a more corporate equity structure?
Could the sector part with traditional organizational models for law firms? What could drive that change?
EMERGING
CHOICES
What impacts could all of these
strategic challenges have on the
sector as a whole and the strategies
and operations of individual firms?
The following table summarizes
the research findings on key
considerations arising from these
industry levels trends.
TRENDS / FUTURE FACTORS
KEY CONSIDERATIONS
Evolving Industry Structure and New Legal Business Models
• Expected segmentation in the market place based on firm’s core competencies
• Increasing outsourcing of non- core activities
• Corporate general counsel dictating a shift in the sector • Leaner and increasingly
commoditized legal advice moving online
• Alternative ownership structures emerging
Law Firms
How can firms become a “one-stop shop” for their clients offering everything from commodity online services to high-value-added advice?
How might intense competition and new business models impact decision making in the partnership model?
Could business ownership changes become the norm in the future (e.g., public floatation and third-party equity investment)?
The Legal Sector
Could the sector see more mega-mergers in the future?
How might the dynamics of the sector evolve if a small number of big firms dominate? What are the benefits of retaining the equity of law firms within a closely held partnership structure?
What might be the impact of more widespread adoption of the U.K. and Australian model permitting public ownership of firms?
A New Talent Agenda
• New talent models emerging (e.g., hiring associates who are not on a partner track, on lower salaries and with fewer demands on their time)
• Increasing popularity of remote / virtual working practices and alternative resourcing models • Professional aims of younger
lawyers changing (e.g., shorter employment tenure)
• Multi-generational working teams • New balance of staff within law
firms
Law Firms
How could firms repurpose talent to support business units in their relationships with clients? How could alternative resourcing models impact demand management systems and workflow processes?
How might multi-disciplinary legal teams better satisfy client needs?
How might the growing demand for analytics and analysts impact the prospect of traditional legal professionals?
How can law firms manage the change of emphasis with the deployment of new technologies? How could law firms mitigate generational tensions?
How could virtual working practices impact the training of young lawyers?
The Legal Sector
Could the sector experience generational tensions? What could be their impact?
Could technology lead to a reduction in the number of practicing lawyers but increase the number of “legal technicians”?
If firms are reducing headcounts, where will the responsibility fall for the training of new lawyers?
EMERGING
CHOICES
What impacts could all of these
strategic challenges have on the
sector as a whole and the strategies
and operations of individual firms?
The following table summarizes
the research findings on key
considerations arising from these
industry levels trends.
TRENDS / FUTURE FACTORS
KEY CONSIDERATIONS
Future Structure of the Legal Industry:
Automation, Commoditization and Consumerization
The Pursuit of Scale
Specialization and Localization Small can be Beautiful
• Increasing consumerism and commoditization of legal services (e.g., LegalZoom)
• Legal advice increasingly moving online
• Shortening product cycles • Increasing rates of consolidation
Law Firms
To what extent could technology alter what lawyers do and displace them? Could the emotional intelligence of lawyers be a key differentiator for law firms in an increasingly commoditized sector?
What kind of resources and infrastructure will firms need to become a “one-stop shop” for their clients?
Could a regional / local speciality focus be a critical differentiator for smaller firms?
The Legal Sector
Could the pace and scale of change in the sector accelerate the pace of M&A activity? Could major disruption in the sector come from smaller and more adaptable law firms? How might mid-sized firms adapt in the context of rapid consolidation in the sector?
Impact of Emerging Economies
• Rise of emerging markets creating opportunities and new challenges
• Increasing amount of M&A activity to access opportunities in developing economies
Law Firms
What strategies could law firms adopt in the context of emerging markets (e.g., licensing services that focus on specific markets)?
How could traditional firms respond to the disruptive power of nimble firms in emerging markets?
What are the most significant challenges that players from emerging markets pose to traditional law firms?
The Legal Sector
Could the growth of opportunities in the emerging markets radically reshape the structure of the legal sector?