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Series
Louise Freeman, Covington's co-chair of commercial litigation, discusses how she combines a longer-term outlook with a fast-paced approach, the challenges of representing clients from six different jurisdictions, and why junior lawyers need to be ready to adapt and pivot to where the work is.
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The International Chamber of Commerce’s recently revised arbitration rules, while not a seismic reset, create a coherent set of practical reforms focused on streamlining the process to parties’ needs, sending the message that preparation and strategic clarity will be rewarded, say lawyers at White & Case.
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Grainful Holdings v. Mineev, a recent Commercial Court decision that resulted in a sentence for contempt following post-award enforcement proceedings, illustrates the point at which proceedings, having moved beyond recognition of an arbitral obligation, engage the court's own coercive jurisdiction, says Josep Galvez at 4-5 Gray's Inn.
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Series
Andy Moody, head of Baker McKenzie's London disputes team, discusses the traits that he prioritizes as a leader, the unique challenges of international arbitration cases, and how global political and economic disruption is likely to generate more litigation and arbitration.
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Series
Victoria Pigott, chair of Mishcon Private at Mishcon de Reya, discusses the challenges of lengthy multijurisdictional matters, how artificial intelligence helps lawyers deliver better outcomes for clients, and why curiosity is an essential skill for those joining the legal profession.
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The Court of Appeal's ruling in Tonzip Maritime Ltd. v. 2Rivers Pte Ltd., the latest in the English law of sanctions ownership and control, confirms that where a contract refers to sanctions exposure, the relevant question may be whether there is a real and objectively reasonable risk, not whether a sanctions breach has already been proved, say lawyers at Michelman Robinson.
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As artificial intelligence implementation is causing clients' expectations of outside counsel to shift toward greater risk control and more transparent value, successful law firm transformation and the preservation of professional trust will require governance, training and accountability, says John Hutchinson at Broadfield.
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A High Court judge's recent criticism of Pinsent Masons lawyers for reliance on a fictitious authority generated by artificial intelligence is a timely reminder that technology cannot replace lawyers’ proper analysis or verification, say lawyers at Wedlake Bell.
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As U.K. legal industry policymakers debate how to regulate the use of artificial intelligence in expert testimony, lawyers can take steps now when working with experts to understand and mitigate risks of proposed AI use, says Andrew Judkins at Norton Rose.
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Series
Sinéad Lester, Broadfield's head of commercial litigation, discusses how important it is for a leader to support their team in meeting deadlines, the challenges of not receiving instructions from a client in good time, and how the reforms to witness evidence continue to reshape how lawyers prepare cases.
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The Council of Europe’s recently adopted protocol to the Warsaw Convention marks a significant evolution in the international asset recovery landscape, signaling a focus on proactive and coordinated methods that require organizations to consider how to respond quickly to unexpected enforcement action, say lawyers at Trowers & Hamlin.
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Series
Miriam Bruce, Mayer Brown's head of business protection, discusses how being promoted on the eve of the pandemic was a baptism of fire in leadership, the challenges of multidimensional disputes, and why lawyers should invest in relationships, not just technical knowledge.
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The European Union’s latest sanctions package introduces an EU-wide antisuit injunction mechanism that offers businesses a powerful weapon against Russia's efforts to derail international arbitration with forum-shopping tactics, say lawyers at Signature Litigation.
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The Bar Standards Board’s new guidance on the use of artificial intelligence in legal practice, following two recent cases highlighting risks of misuse, sends a clear message to law firm leadership that firms’ operational processes and the conduct of those who supervise now sit within the regulatory frame, says Marcella Rich at Williams Lea.
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While the nonequity partner model may offer law firms' management flexibility and be a genuine stepping stone for lawyers in some organizations, at others the tier functions more as an extended holding pattern whose uncertainty can cause frustration for ambitious lawyers, say Filippo Falchi and Portia White at Major Lindsey.