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In recent years there has been an explosion of new ‘legal tech’ solutions on the market claiming to solve almost every problem or improve the efficiency of almost any process in a law firm. Alongside these new legal tech vendors are the traditional legal vendors offering enterprise solutions, and it can be challenging to identify, select and implement the right mix of solutions to solve your law firm's knowledge management (KM) needs. If you are thinking about or have been asked to introduce a new KM solution, it can be difficult to know where to get started, especially if you are in this position for the first time. This article, by Richard Tomlinson, explores some techniques and methodologies picked up over several years working in legal technology in big-law, to help you select and implement the best technology solutions for your firm.

In this article Aileen Johnson, Head of Knowledge at Charles Russell Speechlys, describes the process of creating a knowledge strategy for a law firm. Simon Heatley, a Knowledge Development Lawyer in Charles Russell Speechlys' Disputes team, comments on this at a practice area level. Although drafted from a law firm perspective, this process could be adapted and replicated in other organisations.

In this article Michael Maher writes about the declining print needs for law libraries within UK law firms in the context of the Covid-19 pandemic. The article begins by looking at the initial financial impact Covid-19 had across UK law firms. The second part of the article covers how home-working patterns have become the preferable option to working in the office. Finally, the author takes a change management approach, addressing what information professionals need to do to best manage and embed the change so as to continue to play a key part of the future, post-pandemic, law firm business.

Developing an enquiries tracking database can provide library services managers with data about how their services are being used and by whom. The software should to be configured to the requirements of the individual team in order to provide actionable data to help predict future needs and connect users with the right services. This article, written by Jas Breslin, follows one firm's journey to identify and roll-out a new research tracking system, Quest, under tight time constraints.

Adoption of legal technology within law firms has seen a significant increase in recent years with the current necessity for seemingly indefinite remote working only adding to the need for technology solutions to keep legal workflows running. In light of this, legal technology purchases will undoubtedly see a further increase and a well conducted proof of value is crucial to making the right investment decision. This article is based on a talk given by Eleanor White at the BIALL Knowledge Management SIG in November 2018. It establishes the difference between a proof of concept and proof of value and elaborates on some key principles to consider during each phase of the latter. From the preparation and planning through to the running of the evaluation and the resulting decision-making process, this article addresses how to get the most out of the proof of value opportunity.

The world's attention to the countries of the Middle East and North Africa (MENA) region has often been dominated by headline issues: conflict, sanctions, political turmoil, and rising oil prices. Little of this international attention has considered the broad range of development challenges facing this diverse group of countries. Breaking the Barriers reflects the collected thinking of the World Bank's Office of the Chief Economist for the MENA Region on the long-term development challenges facing the region and the reform priorities and strategies for effectively meeting these challenges. It is a comprehensive reform agenda to “break the barriers” to higher economic growth, to ensure sufficient jobs can be created for the region's rapidly growing labor force. At its core, it requires the region's public sector-dominated economies to move to private sector-driven economies, from closed economies to more open economies, and from oil-dominated and volatile economies to more stable and diversified economies. This book examines some of these reforms and the complex issues surrounding their successful implementation. In order for the countries of the MENA region to successfully implement the reforms needed for higher growth and job creation, they will also need to address the fundamental weaknesses in governance throughout the region.

Equity and growth are central concerns for development in Mexico. Specific inequalities in income, power, wealth, and status create and sustain economic institutions and policies that perpetuate these inequalities and promote poor economic performace. 'No Growth without Equity? Inequality, Interests, and Competition in Mexico' presents a novel analysis showing why more equality is necessary to increase economic growth. The authors analyze the causes of persistent inequality and weak growth in Mexico, despite major changes associated with NAFTA and democratization, and draw implications for policy design. The book involves an innovative synthesis of work on overall links between equity and growth, and carefully grounded analysis in specific areas. The issues are of intense interest to policy debate in Mexico and to the development community in Latin America and elsewhere.

This practice guide is primarily intended as a reference and guidance for emerging market economies in their migration to a formal macroprudential policy framework. It relies largely on the existing wisdom, knowledge, and experience and was written with the intention of assisting policy makers (and the World Bank staff working with these authorities) in the implementation of macroprudential policy frameworks in jurisdictions with the following characteristics representative of a typical emerging market and developing economy: 1) a simple and bank-dominated financial system where other financial sector segments are much smaller, but growing; 2) banking supervision function is within the central bank; 3) financial sector regulation/supervision is not integrated; 4) uncertain availability of quality data. A macroprudential policy framework is not a silver bullet for safeguarding financial stability. It is also useful to highlight that a macroprudential policy framework cannot take the place of other public policy frameworks. While pursuing macroprudential policy to build a more resilient financial system, authorities should also take into consideration the significant financial development needs that may exist in their respective jurisdictions. This Practice Guide has been structured in a logical sequence that mirrors implementation. The second and third sections are laid out to clarify and provide some context to the concept of a macroprudential approach to supervision and discuss the institutional framework. The fourth and fifth sections deal with the operational aspects of macroprudential policy framework that are timely detection of systemic risks using early warning systems and addressing the buildup of systemic risks with macroprudential policy instruments.

Tunisia’s past integration policies have significantly increased FDI flows in the manufacturing sector, triggering a rise of textiles and clothing and mechanical and electrical components exports through participation to EU production networks and increasing productivity, growth, and job creation. In spite of these results, important challenges remain. FDI increases are not accompanied by a rapid increase in domestic investment. The business climate of the domestic market-oriented sector can be further improved. Trade integration largely has bypassed non-tourism service sectors and the structural transformation of the service sector is slow.This study: (i) examines the key integration challenges that the country’s manufacturing sector is facing; (ii) examine the key remaining reforms needed to further enhance the competitive position of the country; and (iii) identifies the specific policy reforms needed to realize the largely untapped potential in services. The report reviews the entry, business, and trade restrictions in Tunisia’s backbone service sectors (telecommunication, banking, air transport, accounting, auditing, and legal services) using a well-focused regulatory questionnaire. The restrictiveness indices derived from the regulatory diagnostic analysis allow us to assess Tunisia's relative performance. Some key regulatory reform options are proposed and their impact estimated. The study examines the prospect for further increasing exports and off shoring of a large number of services for which Tunisia has demonstrated a real export capacity.