Litigation Management Systems aid in the organisation and automation of all work connected to various cases in the legal department. The primary functions include managing notices, client information including payments, litigation and hearings data on a centralized platform; maintaining calendar of all important dates and deadlines; generating on-demand reports & MIS. These solutions empower law firms and corporate legal departments by managing all litigation data, accessible at one place.

Litigation Management Systems

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With Data Protection regulations setting "storage limitation" principles (i.e. only keep personal data for as long as you 'need' it), firms have been dealing with the challenge of legacy systems, unstructured data stores and paper records. My question is, are you on the journey of managing the retention and deletion of personal data and if so where are you on that journey?

With Data Protection regulations setting "storage limitation" principles (i.e. only keep personal data for as long as you 'need' it), firms have been dealing with the challenge of legacy systems, unstructured data stores and paper records. My question is, are you on the journey of managing the retention and deletion of personal data and if so where are you on that journey?

I find the remote developers create their own backchannel talk and like to blame all issues on the users.  When they are in the office, we hear these conversations and can put a stop to them.  If the users are using the system incorrectly, then the development teams needs to make the system easier to use so the users use it properly

What is the biggest limitation to having a remote team?

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Collaborative technologies are critical for the success of a multi-geographic team.  Cultural awareness also has a major impact across international boundaries, especially between high-context and low-context cultures.  occasional in-person meetings really help

Face to face time is critical, therefore constant travel is a must. All the time invested on the road is time of lesser productivity. 

The timezone is definitely one of the limitations that you will run into. This is a common problem. Anytime you start a new location, which is not in the same time zone or within 50 miles of driving time you will end up creating two different micro-cultures that will have conflicts and clashes. Unless there’s commitment and dedication from both the parties who are committed to making this relationship successful, it will always be a challenge.

They miss in person and networking opportunities

I find the remote developers create their own backchannel talk and like to blame all issues on the users.  When they are in the office, we hear these conversations and can put a stop to them.  If the users are using the system incorrectly, then the development teams needs to make the system easier to use so the users use it properly

If you don&#39;t have the same virtual meeting etiquette, this can be a real blocker. E.g. people with video off, others with it on, you need similar ways that you will work virtually that foster belonging and connection.

I&#39;d say lack of leadership knowing how to properly manage/engage a remote team. Much Zoom happy hour fluff, little productive remote engagement.

Right now… COVID travel restrictions meaning we cannot do face to face events.

What is the biggest limitation to having a remote team?

Not necessarily. It depends on your definition of legacy, but more important, is the technology or business process labeled as 'legacy' inhibiting the company's strategic plans. If the legacy is creating a poor customer experience, is difficult to upgrade, can't easily be integrated with other applications or data sources, is exhibiting poor performance, requires lots of people to support, or has risky security holes then there probably is good reason/rational to want to get rid of it. Even if the answer is yes, then organizations can't replace all their legacy issues at once. It requires roadmapping. More often than not, it requires maintaining legacy systems for sometime. There are cases where legacy isn't bad or needs to be replaced. If the technology is stable, does its job well, and is not a barrier to business needs then there's little reason to get rid of it.

Digital transformation typically involves a change in thinking, processes/methods/tools, with the encouragement of innovation and new business models, incorporating digitization of assets, leading to newer workflows/metrics and an increased use of technology to improve the experience of your organisation’s employees, customers, suppliers, partners and stakeholders. This may lead to newer AI/ML engines being leveraged, or newer algorithmic systems occurring which may still have legacy systems, but likely has newer Operational agility incorporated. As such non-strategic, inefficient legacy systems slowly will get transformed...

Agree with the comments above...your question is a bit generic though. Do you mean legacy email systems? Databases? ERP tools? First define what you "think" is legacy. Then understand your technology debt. It's hard to define legacy without first understanding your technology debt, from there, you can approach the above issues.

I think digital transformation entails a few things. In my interactions with various CXOs across different enterprises, here are a few asks from digital transformation: 1. Optimizing on the systems in the organization. This includes Master Data Management, unifying systems that do the same thing (like manage inventory or product catalog) across channels etc. 2. Improving process efficiency - This might include improved work flows, RPA and the like. 3. Being Agile - Improving the process to deliver functionality and to identify and prioritize features etc. 4. Autonomous groups - Setting up groups within the organization that specialize on parts of the business. (in short sketching the business context of the organization) 5. Brand Identity - (closely aligned to point (1) above) Unifying the brand across channels and providing a consistent experience to the customer across channels 6. Moving data to digital - this usually morphs with (1) above since most organizations have some sort of digital system already in place. 7. SOA, Micro Services, Enterprise Messaging, Enterprise Bus etc. - Again this can morph into (1) since what we are in essence doing is to identify and unify the systems that do the same thing and expose these systems as services. As we can see point 1 above is very important and is an integral part of digital transformation. This might mean that you might have to get rid of legacy if the legacy system has severe limitations in scalability, flexibility etc. But by thinking of this as a legacy replacement exercise you might be missing the bus (no pun intended). Most of the work I do on digital transformations focuses on point 1 above in some form or the other. (be it identifying these at the level of business or at the level of technology)

Digital transformation is completely change the way consumers experience services and products. Artificial intelligence, Augmented reality have brought a drastic change. It is changing legacy systems in a fast way. Legacy systems will slowly give way to new age digital transformation

A Digital Transformation should really be termed a Business Transformation utilizing digital technology initiatives. You may have legacy systems/products/services that are key to your business that need to adopt digital technology methods for accessibility/utilization/service delivery. The question of keeping legacy rather depends on if they are key to your business and how.

Digital transformation should be more focused on the digitization of the enterprise, which typically results in gains in efficiency (less labor per input) and effectiveness (higher quality per output). Moving away from legacy systems typically lower structural cost while increasing agility and elasticity. I would argue we should seek to retire legacy technology debt wherever possible, but would not necessarily equate that to a requirement for digital transformation. That may create artificial barriers to digital transformation.

In most cases, the only thing that can get rid of legacy is the customer who no longer engages. With that said, customers don’t always know what they want or what’s best for them technologically. I enjoy being able to make huge changes in our stack in a short timeframe because we’re still very new and I don’t have to worry about user blowback. Maintaining legacy systems is often a drain of resources and slows the whole business down. So, while it’s a risk to make huge changes overnight, it’s an even bigger risk to change so slowly that you always look and feel outdated to customers. Everyone is fearful that business logic will break on new frameworks, but that’s why we should improve agile development methodologies and break things on purpose (like Netflix’ Chaos Monkey). In the end, it comes down to the risk tolerance of your users. Insurance software? Probably not going to kill legacy anytime soon. Social media software? It’s better to perform faster and look sleeker.

Don’t treat the Digital a fancy any more but is the rudimentary necessity of the ecosystem.

In legacy systems also technology was not really bad but the transformation to new slant; earlier from manual to computerisation and now from legacy based system to digitalisation gives the organisation an opportunities for the advancement of their process. In case the organisations do not set an advantage moving to digital like adding new values and impacts to customers experience or employee productivity, there is no point to be Digital. So it’s important for Digital to bring the change and get out of the legacy. In short you shouldn’t run legacy and digital together, transform completely.

Digital transformation does not necessarily removes all the legacy processes, In fact every digital system is designed to cater the most basic functionalities as well as advance Technics of the legacy system. Legacy systems are considered to be non-flexible, rigid and are not scalable but in certain niche sectors systems stemed from legacy can not be discarded and digital transformation would cover a legacy system as an integral part of transformation through advance automation techniques.

Digital transformation brings in radical changes to the legacy systems, processes, technology and skill set. 

New sensors and edge computing enable capturing & processing of critical data. 

Artificial intelligence (AI) and machine learning (ML) enable intelligent automation.

Advanced analytics predict / prescribe mission critical actions, mobile apps and social media enable decision making anywhere anytime.

Micro-services architecture and No-SQL databases break monolithic applications. 

Distributed Ledger Technology enable re-engineering of complex business processes.

As the new technological advancements emerge and mature in near future, the legacy will disappear.

Digital Transformation is an inevitable evolution of the way we operate, conduct our businesses, and provide services to our customers. It is inherent in society just as natural selection is - we evolve to cope with our environment, just as digital transformation should be with our legacy systems. In this perspective, transformation doesn't always equate to the elimination of legacy systems, but rather the evolution or modification of them to cope with the ever changing environments around them. In some cases this modification may be so extreme that the base root of the legacy system is all that remains, seems completely altered and so therefore assumed eliminated. However, if a legacy system is eliminated completely in the approach to digital transformation, then there is a possibility that said system was never the correct choice for the company/business in the first place.

The question of whether to replace legacy is more of a question of how much does legacy align with your Digital Transformation goals and operating model. Where legacy has the data and/or business logic you need but not the interconnectivity, consider upgrading the legacy system to use modern tools for managing the integration. This can help you meet your transformation goals faster and allows for legacy systems to be replaced based on a separate business case.

I would say as much as you can, legacy data that past the required retention time/period should be removed as this could put the organization at risk in the event of litigation.

Not necessarily, but there is quite a bit of change management involved. For users of "legacy" this becomes a larger obstacle. There are ways of modernization of legacy systems, but the requirements should be the driver of the technology that enables the goal. The technology does not drive the goal.

Digital transformation does not necessarily mean getting rid of legacy systems. It can mean transitioning from paper-based or manual processes to digital processes. It can also mean upgrading legacy systems to take advantage of new technologies.

Getting rid of legacy is a byproduct of digital transformation,  not the goal.

Does Digital Transformation mean getting rid of legacy?

I mean, the reality here I struggle with because I talk to people who emphasize the notion of crown jewels. I actually disagree with it fundamentally. And here's why: when thinking about data as a crown jewel component, what it really protects against is compliance, regulatory fine litigation. Consumers have been exposed more times than we can count. And we're almost desensitized to it at this point. Map the critical data flows, not the actual crown jewels of data. If your data all traverses this one system that nobody can patch. Nobody wants to turn off. That's where the real risk is for the organization. Because when that goes away, all the connectivity and system flows fall. And so it became more of a crown flow, like what are the key flows of the organization? At JP Morgan, it was how does money move? And when you ask somebody how money moves, what you find especially for most SNBs is that it's email. And it's all in email systems that are not well logged, tracked, monitored. It's a hot mess. So, most organizations fail to understand their actual ecosystem of data flows. And that creates a fundamental core issue in ever trying to tackle the supply chain.

There's not a cookie cutter that says this is the most important in every business. It really goes back to understanding what the business is, what it's about, what are the key components that really support the business operations? And then you go from there and figure out what should be my top priority from a risk management, third-party risk perspective.

Yes. From a crown jewel standpoint, in the food manufacturing business it&#39;s your product formulations, your recipes, how you manufacture. Those are the crown jewels: what are the ingredients to the products that keep the lights on across all of our business lines. That&#39;s where we spend a maximum share of resources to secure and protect.

How do you identify and protect the “Crown Jewels” of your architecture?

Best Litigation Management Systems Reviews 2024 | Gartner Peer Insights

Legistify is a user friendly tool that offers fantastic capabilities to help with successful case management. Finding particular information inside a case is a breeze owing to the user friendly search feature, which also saves valuable time and effort. The ability to create personalized notification templates is a fantastic bonus. this capability boosts productivity and saves time by making the process of creating notifications easier.

Litigation Management Systems Reviews and Ratings

What are Litigation Management Systems?

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Legistify Litigation Management