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Swans to make announcement amid speculation on Longmire exitOyo approves 70% budget increase for persons with disabilitiesATLANTA (AP) — Already reeling from their November defeats, Democrats now are grappling with President Joe Biden’s pardoning of his son for federal crimes, with some calling the move misguided and unwise after the party spent years slamming Donald Trump as a threat to democracy who disregarded the law. The president pardoned Hunter Biden late Sunday evening, reversing his previous pledges with a grant of clemency that covers more than a decade of any federal crimes his son might have committed. The 82-year-old president said in a statement that his son’s prosecution on charges of tax evasion and falsifying a federal weapons purchase form were politically motivated. “He believes in the justice system, but he also believes that politics infected the process and led to a miscarriage of justice,” said White House press secretary Karine Jean-Pierre, who along with Biden and other White House officials insisted for months that Hunter Biden would not get a pardon . That explanation did not satisfy some Democrats, angry that Biden’s reversal could make it harder to take on Trump , who has argued that multiple indictments and one conviction against him were a matter of Biden and Democrats turning the justice system against him. “This is a bad precedent that could be abused by later Presidents and will sadly tarnish his reputation,” Colorado Gov. Jared Polis wrote of Biden on the social media platform X. “When you become President, your role is Pater familias of the nation,” the governor continued, a reference to the president invoking fatherhood in explaining his decision. “Hunter brought the legal trouble he faced on himself, and one can sympathize with his struggles while also acknowledging that no one is above the law, not a President and not a President’s son.” Rep. Greg Stanton, D-Ariz., said on X: “This wasn’t a politically motivated prosecution. Hunter committed felonies and was convicted by a jury of his peers.” Colorado Sen. Michael Bennet said Biden “put personal interest ahead of duty” with a decision that “further erodes Americans’ faith that the justice system is fair and equal for all.” Michigan Sen. Gary Peters said the pardon was “an improper use of power” that erodes faith in government and “emboldens others to bend justice to suit their interests.” Sen. Peter Welch, D-Vt., called the pardon “understandable” if viewed only as the “action of a loving father.” But Biden's status as “our nation's Chief Executive," the senator said, rendered the move “unwise.” Certainly, the president has Democratic defenders who note Trump’s use of presidential power to pardon a slew of his convicted aides, associates and friends, several for activities tied to Trump’s campaign and first administration. “Trump pardoned Roger Stone, Steve Bannon, Michael Flynn and Paul Manafort, as well as his son-in-law’s father, Charles Kushner — who he just appointed US ambassador to France,” wrote prominent Democratic fundraiser Jon Cooper on X. Democratic National Committee Chairman Jaime Harrison said there “is no standard for Donald Trump, and the highest standard for Democrats and Joe Biden.” Harrison pointed to Trump's apparent plans to oust FBI Director Christopher Wray and replace him with loyalist Kash Patel and suggested the GOP's pursuit of Hunter Biden would not have ended without clemency. “Most people will see that Joe Biden did what was right,” Harrison said. First lady Jill Biden said Monday from the White House, “Of course I support the pardon of my son.” Democrats already are facing the prospects of a Republican trifecta in Washington, with voters returning Trump to the White House and giving the GOP control of the House and Senate. Part of their argument against Trump and Republican leaders is expected to be that the president-elect is violating norms with his talk of taking retribution against his enemies. Before beating Vice President Kamala Harris, Trump faced his own legal troubles, including two cases that stemmed from his efforts to overturn his defeat to Joe Biden in the 2020 presidential election. Those cases, including Trump’s sentencing after being convicted on New York state business fraud charges, have either been dismissed or indefinitely delayed since Trump’s victory on Nov. 5, forcing Democrats to recalibrate their approach to the president-elect. In June, President Biden firmly ruled out a pardon or commutation for his son, telling reporters as his son faced trial in the Delaware gun case: “I abide by the jury decision. I will do that and I will not pardon him.” As recently as Nov. 8, days after Trump’s victory, Jean-Pierre ruled out a pardon or clemency for the younger Biden, saying: “We’ve been asked that question multiple times. Our answer stands, which is no.” The president’s about-face came weeks before Hunter Biden was set to receive his punishment after his trial conviction in the gun case and guilty plea on tax charges. It capped a long-running legal saga for the younger Biden, who disclosed he was under federal investigation in December 2020 — a month after his father’s 2020 victory. The sweeping pardon covers not just the gun and tax offenses against the younger Biden, but also any other “offenses against the United States which he has committed or may have committed or taken part in during the period from January 1, 2014, through December 1, 2024.” Hunter Biden was convicted in June in Delaware federal court of three felonies for purchasing a gun in 2018 when , prosecutors said, he lied on a federal form by claiming he was not illegally using or addicted to drugs. He had been set to stand trial in September in a California case accusing him of failing to pay at least $1.4 million in taxes. But he agreed to plead guilty to misdemeanor and felony charges in a surprise move hours after jury selection was set to begin. In his statement Sunday, the president argued that such offenses typically are not prosecuted with the same vigor as was directed against Hunter Biden. “The charges in his cases came about only after several of my political opponents in Congress instigated them to attack me and oppose my election,” Biden said in his statement. “No reasonable person who looks at the facts of Hunter’s cases can reach any other conclusion than Hunter was singled out only because he is my son. ... I hope Americans will understand why a father and a President would come to this decision.” Associated Press journalists Will Weissert aboard Air Force One and Darlene Superville, Mary Claire Jalonick and Michael Tackett in Washington contributed to this report.
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Furthermore, the special action also includes a strong focus on raising awareness about safety among passengers. Railway authorities are conducting public education campaigns to inform passengers about safety best practices, emergency procedures, and how to stay vigilant while traveling on trains.The former Minister of Agriculture and Rural Affairs, Tang Renjian, has been arrested for his suspected involvement in a bribery case. This development sheds light on the issue of inadequate deployment in government agencies, particularly within the agricultural sector.Share Tweet Share Share Email Legal technology is a beast of an industry filled with lawsuits and drama. The industry demands precision, trust, and a deep understanding of attorney needs. Add to that a competitive landscape dominated by big players with established reputations, and it’s no wonder many startups fizzle out before they ever get traction. But there’s a way to stack the odds in your favour: partnerships with large organizations and legal tech companies. Strategic partnerships give a legal technology startup the credibility, reach, and expertise it needs to scale. Whether you want to tap into a larger audience, strengthen your technology, or validate your product in a skeptical market (lawyers), the right partnerships can be your ticket to success. Why Legal Tech Is Such a Pain to Break Into Legal tech is built on trust, and users expect nothing less than accuracy and security. AI hallucinations terrify lawyers, who are risk-averse by nature—they have to be—and convincing them to adopt new technology is no small feat. “Trust is the hardest thing to earn in this space,” says Alistair Vigier, CEO of Caseway . “Lawyers don’t just want to know that your product works; they want to know it won’t fail or make something up when it matters most. That’s why who you align with can be as important as what you build.” This is where partnerships come into play. A well-executed partnership can boost your startup’s credibility and open doors that would otherwise take years to unlock. But a poor partnership can kill your startup. How to Nail Partnerships in Legal Tech Alright, so you’ve got this shiny new legal tech product, and you’re ready to take on the world—but here’s the thing: going solo in this industry is brutal. Law firms don’t like to mess around. If your product doesn’t scream reliability, trust, and ease of use, they’ll move on without a second thought. Here’s the deal: it’s not just slapping your logo next to some big name and hoping for the best. Partnerships only work if both sides genuinely benefit and, more importantly, if the end user wins. So, how do you make this happen? Find Partners Who Have What You Don’t You don’t need to be the Swiss Army knife of legal tech. If your product crushes it in one specific area, lean into that and find someone who complements your strengths. Maybe your AI tool is fantastic at legal research but doesn’t handle document management—partner with someone who owns that space and integrates. Hitch Your Wagon to Credibility If you’re new to the game, no one will trust you just because you say, “Hey, my product is awesome!” You need validation. Partnering with a company that lawyers already know and trust can give you instant street cred. Think about it: when a big name co-signs your product, they tell users, “This is legit.” It’s a shortcut to trust; in legal tech, trust is everything. There are many of these companies: Avvo, Internet Brands, Clio, Affinipay , etc... It’s Not Just About Selling More Partnerships only about boosting sales are boring. The magic happens when partnerships improve your product, reduce churn, and fill a product or feature void. For example, teaming up with a university or research group can help you solve tough tech challenges or create features that set you apart from competitors. It’s not sexy, but it’s how you build staying power in a competitive market. What We Can Learn From Legal Tech That Works Clio is one of the most cited examples of a legal tech partnership. As a leader in practice management software, Clio’s integrations with niche tools have allowed it to maintain its dominance while giving startups a platform to showcase their innovations. These integrations give startups a chance to piggyback on Clio’s credibility and user base. They also have around 250,000 lawyers using their products, which is a massive opportunity for your startup. Take the collaboration that Caseway is working on with Clio. Both companies benefit by integrating Caseway’s legal research tools into Clio’s platform. Clio improves its offering for law firms, while Caseway gains access to a massive user base without building its audience from scratch. “It’s about creating value for the lawyers who use these tools daily, making the law easier,” says Alistair Vigier . Partnerships with academic institutions can play a massive role in driving innovation. For instance, working with universities allows startups to access cutting-edge research and top-tier talent. These collaborations can lead to developing features that give a startup a competitive edge. They’re also a way to strengthen your intellectual property and create defensible technology. Caseway is currently working on legal tech AI with the University of BC. How to Approach Partnerships Without Wasting Everyone’s Time Partnerships can make or break your startup, especially in legal tech, where trust is everything. But most people need to approach partnerships correctly. They’re vague, overly ambitious, or looking for a quick win. That’s not how you build something sustainable. If you want to do it right, here’s the playbook: Know Exactly What You Want Don’t roll up to a potential partner with a half-baked idea; expect them to get on board. You need to develop a clear plan: how does this partnership help them, help you, and—most importantly—help your shared audience? Be specific. If you can’t articulate why it’s worth their time, don’t bother. Start Small, Dream Big You don’t have to land the perfect partnership on day one. Small collaborations or pilot programs are a great way to prove your value. Use those wins to build momentum. Show potential partners what you can do, and more significant opportunities will suddenly open up. Lay the groundwork. Play the Long Game Partnerships are about building genuine relationships that grow over time. That means you’ll need to put in the effort—refining your product to meet their needs or showing up consistently to support their goals. If you’re only in it for the short-term gains, you will burn bridges fast. Why Partnerships Won’t Magically Solve Everything While partnerships can be transformative , they’re not a cure-all. They require effort, resources, and, above all, a shared vision. Misaligned goals or poor execution can turn a promising partnership into a costly mistake. But when they’re done right, partnerships can be the difference between surviving and thriving in legal tech. They can accelerate your growth, validate your product, and open doors you never thought possible. Legal technology is tricky, but even the smallest startup can make waves with the right allies. Alistair Vigier says, “You don’t have to go it alone. The best startups don’t just build—they collaborate.” Thanks for reading! 🙏 Related Items: Lawsuits , Legal Tech Share Tweet Share Share Email Recommended for you The Rise of Relativity: How Legal Tech is Changing from Chicago What Is Legal Tech, and Why Is It Essential for Law Firms to Invest in It? Fighting for Justice in Negligence-Based Lawsuits Comments
12. Lack of Resolution: Despite the ongoing issues with Tenghag, Lelarcho failed to reach a satisfactory resolution, leaving the situation unresolved and festering.Management education in India, and perhaps globally, is set for a major change. This time the change will not be incremental or evolutionary, but quite transformative. As one of the few countries that is going all out to leverage many of the emerging technologies, India will see the impact of change sooner and with deeper impact. Reason: Most of the MBA programmes which now rely on long-honoured frameworks and books authored for earlier eras, are fast getting outdated. The MBA programme must shift quite dramatically and rapidly to prepare a new generation of professionals who can embrace the disruption sweeping the world, post the pandemic, regardless of industry or domain. Industry today uses data and insights-led business practices, constant innovative thinking, and transformative mindset to even remain in the same position, let alone grow and thrive. This mindset has to get deeply ingrained among the current MBA students and they need to use their networks, real time connectivity with industry leaders, and new age acumen to get into the industry and succeed. Domain expertise and business acumen is going to be a critical aspect, rather than just functional knowledge that a traditional MBA program provides, human resources development professionals say. The current crop of MBA students must focus on industry specialization through multiple internships or hands-on projects as that is going to differentiate them during the job search. Companies will prioritize students with relevant industry experience as their capability to quickly scale up and reach optimal productivity level will be lesser, says Sriram Iyer, Founder-CEO of hrtech, Singapore. “MBA graduates used to be hired for their ability to analyse a situation, create robust and precise presentations about company capabilities; do backend research, prepare reports, and even provide right inputs for RFPs,” he notes. Today, generative AI and LLMs are doing all these jobs. AI can analyse reams of reports, provide digests and prepare presentations. It can answer queries, do research and even provide human-like insights with precise data points. “It is going to be difficult for MBAs to find the kind of placements available say 2-3 years ago,” adds Mr. Iyer. Industry experts note that since the 70s, an MBA study was seen as just another degree — a postgraduate qualification pursued out of necessity rather than intent. However, the mindset toward MBA education is still evolving, with many seeing it as an extension of commerce or science studies rather than a specialized discipline requiring real time study and collaboration with industry specialists. Unfortunately, many business schools are not able to genuinely appreciate the nuances of management education. While the scale and volume of programmes have increased, they often fail to address the reality of how industries and corporations truly operate. Much of the curriculum is still based on Westernized frameworks, and original research by faculty remains scarce. This disconnect creates a significant gap between what the industry requires and what MBA graduates are prepared for. Addressing the industry-education gap Professors of practice (those who move from industry to academia to teach cutting edge knowledge in different subjects and disciplines) say management education is often driven by institutional personalities and is sometimes hindered by insecurities when industry professionals join academia. With unprecedented advancements like machine learning (ML), artificial intelligence (AI), cybersecurity, IoT, and robotics, it’s crucial for MBA programs to prepare students for this new age. Sujitesh Das, Creator, Badgefree, a Talent Market Exchange & Fractional faculty at IIMs, says MBA education should focus on the four significant transformations that have happened in business:Understanding the power and impact of deep digital disruption Extreme focus on innovation as a culture in organizationsThe power of Data/Information/ Knowledge / Insights / Wisdom / Conspiracy to provide multi-layered perspectives and dive deep into problem-solvingFostering a strong culture of ethics, empathy and socially responsible work. Business Model Innovation: Emerging industries like e-commerce, fintech, ed-tech, and EVs are disrupting traditional operations. New-age companies focus on scalability, reducing operational costs, and creating innovative revenue streams like platform fees and value-added services. Operational Efficiency: Businesses demand smarter, faster, and more cost-effective solutions. MBA graduates need to embrace this disruptive thinking. Behavioural changes: The IT revolution sought to automate and make systems more efficient and predictable and thus save costs and reduce wasteful time and expenditure. But transformative digital technologies are today altering human and collective behaviour. Airbnb has changed the way we travel; food apps have changed our cuisine and the way we cook or eat; quick commerce (10 minute deliveries are now making people think “I will buy what I want whenever I want”). And these behavioural changes are resulting in new models of revenue Innovation and entrepreneurship: The next frontier Today, intelligence is commoditized by technology. It is no longer a differentiator because anyone can leverage artificial intelligence to synthesize information intelligent and use it with agility. Here’s where creativity is going to differentiate one professional from the other. — combining creativity with business acumen to drive desirability and viability is the bulwark of innovation today. MBA programmes must foster this culture of innovation and entrepreneurship early on and achieve this by making students participate in different contests. While some schools have labs, simulations, and gamified learning environments, the deeper appreciation for innovation takes time to build. A shift in attitude toward experimentation and risk-taking is essential, especially as a dynamic group of multigenerational workers – 70s kids, Gen Z, millennials, and Gen X—reshape the workplace. Data as the new currency In today’s industry, data isn’t just currency — it’s the fuel for decision-making. However, many business schools fail to teach students how to move beyond superficial analysis. The journey from data to wisdom involves peeling back layers to uncover meaningful insights, making informed decisions, and identifying market trends. This requires more than just predictive and prescriptive analytics; it demands an ability to navigate the grey areas of uncertainty. Ethical dimensions Knowledge today is getting synthesized and, for the right prompt, can be served through AI. But the real challenge for B school owners is moving beyond knowledge to actionable wisdom. Business schools must emphasize critical thinking, and also place equal emphasis on ethical considerations, and social responsibility. Empathy is essential for understanding the needs, desires, and pain points of customers, employees, and stakeholders. It helps MBA graduates: Empathy is needed to develop products and services that truly address customer needs. It is required to foster a positive workplace culture by understanding team dynamics and individual challenges. Building trust and long-lasting relationships with clients and partners requires deep empathy. Leaders who practice empathy are better equipped to motivate and inspire teams; manage conflicts with sensitivity and fairness; and make decisions that consider the well-being of all stakeholders. Teaching empathy to MBA graduates nurtures leaders who are not only effective but also compassionate and inclusive. As businesses increasingly rely on technologies like AI, machine learning, and data analytics, the ethical implications of these tools come into sharp focus. MBA graduates must understand the potential societal impact of their decisions, such as biases in AI algorithms or data privacy concerns; or balance innovation with ethics to avoid harm or exploitation. In the next few years, according to Sriram Iyer, most of the MBA students would be experienced industry professionals because knowledge of business and management will become so specialized that generic information or knowledge will serve little purpose. Most of the routine stuff would be done by machines. From a college management perspective, there would be more demand for an executive MBA program rather than full-time MBA program. Considering the current disruption led by technology, students might prefer an executive management program, whereby they are able to balance both education and work as that would be better application of knowledge. A traditional management degree only focuses on providing knowledge. A management degree alongside relevant work experience can put professionals on the cutting edge and make them more resilient in the current job market. (K. Ramachandran writes on higher education and is also a business leader in 361 Degree Minds.) Published - December 25, 2024 08:35 pm IST Copy link Email Facebook Twitter Telegram LinkedIn WhatsApp Reddit
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