Supreme Court Rules knapper Bilski; Business-Methode & Software-Patente Survive | Techdirt

As I expected it appears that the Supreme Court has ruled somewhat narrowly in the Bilski case (pdf), which many had hoped would end the scourge of business method and software patents. Instead, the court effectively punted the issue. Technically it affirmed the overall decision from the Federal Circuit that Bilski’s specific patent was invalid for being way too broad, but much more importantly for everyone else, it rolled back the Federal Circuit’smachine-or-transformation” Test, which many believed effectively ruled out pure software patents. Instead, the court said that the courtsshould not read into the patent laws limitations and condi-tions which the legislature has not expressed.” Mit anderen Worten:, business method and software patents survive.

I’m sure there will be much more analysis of this decision going forward, but on a first pass, despiteaffirmingthe Federal Circuit ruling, this one looks like a big win for supporters of business method and software patents. Basically, the court just said it would rule on this particular patent and not make any real statements on the overall patentability of business methods or software. So, in Wirklichkeit, it’s no real change on how the patent system works.

durch Supreme Court Rules knapper Bilski; Business-Methode & Software-Patente Survive | Techdirt.

The National Strategy for Trusted Identities in Cyberspace | Das Weiße Haus

Cyberspace has become an indispensible component of everyday life for all Americans.  We have all witnessed how the application and use of this technology has increased exponentially over the years. Cyberspace includes the networks in our homes, businesses, schools, and our Nation’s critical infrastructure.  It is where we exchange information, buy and sell products and services, and enable many other types of transactions across a wide range of sectors. But not all components of this technology have kept up with the pace of growth.  Privacy and security require greater emphasis moving forward; and because of this, the technology that has brought many benefits to our society and has empowered us to do so muchhas also empowered those who are driven to cause harm.

Heute, I am pleased to announce the latest step in moving our Nation forward in securing our cyberspace with the release of the draft National Strategy for Trusted Identities in Cyberspace (NSTIC).  This first draft of NSTIC was developed in collaboration with key government agencies, business leaders and privacy advocates. What has emerged is a blueprint to reduce cybersecurity vulnerabilities and improve online privacy protections through the use of trusted digital identities.

The NSTIC, which is in response to one of the near term action items in the President’s Cyberspace Policy Review, calls for the creation of an online environment, or an Identity Ecosystem as we refer to it in the strategy, where individuals and organizations can complete online transactions with confidence, trusting the identities of each other and the identities of the infrastructure that the transaction runs on. For example, no longer should individuals have to remember an ever-expanding and potentially insecure list of usernames and passwords to login into various online services. Through the strategy we seek to enable a future where individuals can voluntarily choose to obtain a secure, interoperable, and privacy-enhancing credential (e.g., a smart identity card, a digital certificate on their cell phone, etc) from a variety of service providers – both public and private – to authenticate themselves online for different types of transactions (e.g., online banking, accessing electronic health records, sending email, usw.). Another key concept in the strategy is that the Identity Ecosystem is user-centric – that means you, as a user, will be able to have more control of the private information you use to authenticate yourself on-line, and generally will not have to reveal more than is necessary to do so.

durch The National Strategy for Trusted Identities in Cyberspace | Das Weiße Haus.

SEC Comment Uhr: BofA Rechnungswesen Exam

The specter of TARP and troublesome economic times are still haunting Bank of America. In a recently released SEC staff comment letter, several items within the financial institution’s annual financial statements for 2008 were questioned by the SEC.

The staff was particularly keen on seeing an explanation regarding computation of the carrying value of the company’s reporting units. Of particular interest were the impairment tests to goodwill. The staff requested details of the testing, as no impairment to goodwill was recorded. Bank of America’s initial response to this comment was still inadequate for the SEC, as they followed up asking for additional details concerning the bank’s goodwill impairment testing.

Another area of SEC concern was the valuation of the TARP securities. The staff had requested additional information concerning the value of the preferred stock and warrants issued to the Treasury Department. Bank of America’s response spurred even more comments from the staff, probing deeper into the methodology of the company’s fair value determination.

durch SEC Comment Uhr: BofA Rechnungswesen Exam.

Minimizing the Legal Risks of Using Online Social Networks | Law.com

The explosion of online social networking shows little sign of slowing. Zum Beispiel, Facebook (as accessed on June 15, 2010) reports that it alone has more than 400 million active users, 50 percent of whom log onto the site on any given day. Facebook states that its average user has 130 online “Freunde,” and that such a user creates 70 pieces of content (Web links, news stories, blog posts, Notizen, Fotografien, usw.) each month. And the use of such resources is not tethered to a desktop PC: Facebook relates that more than 100 million active users currently access the system through their mobile devices.

Such remarkable growth brings challenges for the operators of social networking sites. The news media is replete with reports of alleged transgressions, most notably in the context of issues regarding the privacy rights of users. But what about the potential legal liabilities of the hundreds of millions of individuals and entities that post content and otherwise contribute to social networking sites? As was the case in the early days of e-mail, the inherent informality of the medium may cause some to believe that there is greater latitude to say or do things than in more formal contexts, but that is a trap. The reality is that those who join social networking sites and disseminate information and materials run the risk of being held responsible to others as apublisherand for a broad range of claims based on traditional legal principles.

This article provides a brief checklist of some of the salient legal issues that those who use social networking sites must consider, with the goal of increasing familiarity with and sensitivity to these issues so that preventive steps can be taken before a problem develops. Although this article focuses on U.S. Recht, the global reach of the Internet (Facebook reports that about 70 percent of its users are outside the United States) means that the laws of many jurisdictions may potentially apply, die, unter anderem, may not be as protective of certain relevant rights as our laws are, and may not provide the liability defenses and privileges that our laws do.

durch Law.com – Minimizing the Legal Risks of Using Online Social Networks.

Are E-Discovery Sanctions Tough Enough? | Law.com

Sanctions are perhaps the most devastating penalty a judge can impose on a party in civil litigation. In disputes over electronic evidence in litigation, sanctions have generated a lot of attention, though some judges say the impact is overstated. “I would like to straighten out the idea that judges issue a lot of sanctions,” says Shira Scheindlin, United States District Judge for the Southern District of New York, who recently issued her first e-discovery sanctions since 2004. “In six years I have issued no sanctions. Even if the number of sanctions is going up, in terms of raw numbers, it’s still very small.

Lawyers are on notice from courts that sloppy document retention policies and mistakes can lead to sanctions and other penalties. But sanctions seem to have had little impact in pushing the legal community to take e-discovery more seriously. In der Tat, sanctions may actually be an ineffective tool for the bench to push attorneys to manage e-discovery more effectively.

In a recent ruling, The Pension Committee of Montreal v. Banc of America Securites, Judge Scheindlin issued sanctions because parties had neglected their duty to preserve evidence. She says she was frustrated to find that parties in that case seemed not to have learned to properly handle electronically stored information since she had last issued e-discovery sanctions in a widely noted decision six years ago. “I was surprised that so many years later not enough had changed,” says Scheindlin. “Lawyers should be on notice that their clients have a duty to preserve.

According to law firm Gibson Dunn’s 2009 Mid-Year Update on E-Discovery Cases, the number of e-discovery sanctions have been trending upwards. Surveying sixty-one reported electronic discovery opinions, more than half involved the consideration of sanctions, and in twenty-two courts imposed some form of sanction. A similar 2008 survey conducted by e-discovery vendor Kroll Ontrack found half that number of sanctions.

But e-discovery analyst Barry Murphy of Murphy Insights notes that very few sanctions for e-discovery have had any real teeth, and the few that have involved large dollar mounts have been overturned. In einigen Fällen, e-discovery snafus have led to negative inferences that almost certainly impacted the outcome, but he says even those rulings seem to have had little impact. “The sanctions we’re seeing are too small to register with many people, and while negative inferences may lead to a bad outcome, the impact is not always obvious,” says Murphy. “Once we see a sanction for many millions of dollars because of a failure to preserve electronic evidence, the point will be clearer.

Perhaps the largest penalty related to e-discovery failures was Coleman (Parent) Holdings, Inc. in. Morgan Stanley & Was., Inc., No.CA03-5045 (15th Jud. Cir., Palm Beach Cty., Florida), rev’d on other grounds, In. 4D05-2606 (Fla. Dist. Ct. App. Mar. 21, 2007), in which an award of $1.45 billion and a $15 million fine were issued after Morgan Stanley failed to produce electronic records. Allerdings, this potentially devastating outcome was reversed; blunting what would have otherwise been a wake-up call to the profession.

Murphy noted in his blog that most sanctions for e-discovery failures run from several thousand to hundreds of thousands of dollars. This may be a lot of money in some contexts, but he says is not enough to light a fire under most corporate legal departments. “These penalties are not enough to scare anyone into implementing new document retention policies that cost millions of dollars to put in place,” , sagt er.

E-discovery vendors argue that the risk of sanctions and negative rulings warrants investment in new technology for proper collection, Erhaltung, Revision, and production of ESI. But the profession seems to be resistant to the idea that the threat of sanctions is enough to force them to adopt new approaches to discovery. “There seems to be a lot of lawyers being willfully difficult when it comes to production,” says Christine Musil, director of marketing with e-discovery software vendor Informative Graphics. “It seems they aren’t too concerned about sanctions.

durch Law.com – Are E-Discovery Sanctions Tough Enough?.

SFL-Daten von Oracle als exklusiver Anbieter von Electronic Discovery Services ausgewählt – MarketWatch

SFL-Daten, einer der führenden E-Discovery Anbieter von Lösungen für Unternehmen, Regierungsbehörden und Kanzleien, hat einen Vertrag als exklusiver Anbieter von Managed E-Discovery-Services für neue Themen für die Oracle Corporation dienen eingetragen (ORCL 22.66, +0.44, +1.98%) .

“Wir haben uns für SFL Data Managed E-Discovery-Services-Modell, weil es uns mehr Klarheit in die e-Discovery-Prozess und steigert die Effizienz, ohne bedeutenden internen Investitionen,” sagte Oracle-Direktor von E-Discovery Pallab Chakraborty. “Mit diesem Modell ermöglicht uns auch, genauer vorherzusagen Aufwand, als wir vorher.”

SFL Data verwendet eine beratende, Metriken Ansatz für ihre Kunden hinsichtlich Kostensenkung, Prozesse zu verbessern und Risiken zu verringern. Als Teil der Vereinbarung mit Oracle, SFL Daten werden nutzen sowohl web-basierte und proprietäre Verfahren und bieten eine Vielzahl von Dienstleistungen, inkl. Koffer Set-up, Planung und Training auf individuelle Überprüfung Plattformen.

“Wir glauben, dass unser Vertrag mit Oracle stellt die Zukunft des E-Discovery-,” sagte SFL Daten CEO Christian Lawrence. “Unternehmen vertrauen auf E-Discovery-Dienstleister wie SFL-Daten, weil wir liefern können wiederholbare, effiziente und vertretbare Prozesse für das Datenmanagement, in der Regel zu einem niedrigeren Preis, als man interne Rechtsabteilungen von Unternehmen oder IT-Abteilungen. Vielfach, Wir haben E-Discovery-Kosten für unsere Kunden um mehr als gesenkt 30 Prozent.”

durch SFL-Daten von Oracle als exklusiver Anbieter von Electronic Discovery Services ausgewählt – MarketWatch.

Google Docs Viewer unterstützt jetzt Microsoft Word-Dateien

We’re out of catchy ways to talk about new Google tools that work to keep you from going Microsoft, so this time we’ll just come out and say it: The Google Docs Viewer now displays Microsoft Word attachments in your browser.

Let’s say someone sends a message to your Gmail account with a Microsoft Word document attached.

Now you don’t have to download, save, and open in Microsoft Word to view it. Mit anderen Worten:, you don’t need Microsoft Word. At all.

As you’re viewing the document in your browser, you can also edit it.

The Google Docs viewer also allows users to view .pdf, .ppt, .docx and .tiff files in your browser, all you have to do is click the “Blick” link.

durch Google Docs Viewer unterstützt jetzt Microsoft Word-Dateien.

Legal Project Management Moves In-House | Legal Intelligencer

The message to general counsel and chief legal officers from their CEOs and CFOs could hardly be clearer: “Get the costs of your legal department under control or face the consequences. In the last decade, general corporate operating expenses have gone up about 20 percent, but overall legal costs have gone up 75 percent, far outpacing inflation. Our business got beaten up big time by the recession; time for you to share the pain and share the accountability.

Henceforth, the memo goes, you must manage the legal function as proactively and efficiently as the company manages every other business unitperhaps even more so, since the legal department is, immerhin, a cost center and not a profit generator for the company. Ja, you have more on your plate these days with increasing legal and regulatory demands, but it’s time to do more with less.

Skip the excuses and rationalizations; it’s time for lean-and-mean budgets, aggressive cost management and clear standards for demonstrating the value you provide the company. Ja, quality legal service matters, but tightening the screws on legal costs matters more. Your bonusand perhaps even your jobdepends on your ability to reduce your total legal spend.

The issue of increasing costs certainly is not a new one for general counsel. In surveys for the last five years, GCs have consistently identified the need to control costs as one of their top concerns and most important priorities. Bis 2008, obwohl, that concern rarely translated into significant changes in many legal departments. Dann, when the economy tanked, they had to at least appear to tighten their belts.

For many senior in-house counsel, this was a rude awakening. Like beleaguered law firms, they took some painful emergency short-term action steps that often translated into cutting some staff lawyers, fewer employees (or FTEs) and fewer trips to conferences. Das Ergebnis, aber, was not doing more with less. It really was doing thesame with less,” and even that heavily stressed the legal department.

Long term, they prayed for a return to the status quo ante. Many still hope to continue to enjoyblack box budgets.” (“Just give us what you gave us last year, plus 20 Prozent.”) Many claim that cost predictability is impossible in anuncertain legal environment.Others believe that no solid metrics exist for measuring the value of lawyersexperience and expertise.

Wiser heads embrace Stephen Covey’s famous quote: “If we keep doing what we’re doing, we’re going to keep getting what we’re getting.Savvy CLOs realize that the upside of the pressure to control costs put on them by their own management is the increased leverage it gives them in their relationships with outside counsel. They no longer can afford to buckle under to steep annual hikes in law firm billing rates; they no longer can allow law firms to pass all expenses and inefficiencies through to the client. They must learn to wield the whip hand, a skill alien or uncomfortable for many of them.

This shift in the law firm-client balance of power has left some general counsel a little bewildered. “I feel like the dog that, after years of chasing the fire engine, finally caught it,” said one. “Now I have to figure out what to do with it.

Through convergence programs, RFPs and value-based alternative fee arrangements (AFAs), many general counsel are significantly altering the balance of power between client and law firm. Among law firms that understand the implications of this sea change, there has been a rush to embrace legal project management (LPM) as a discipline to manage legal tasks efficiently, consistently and predictablyand deliver on the promises they are making to clients in their AFAs.

durch Law.com – Legal Project Management Moves In-House.

US. Government’s FCPA Probe of Weatherford Expands

The federal government’s probe into Weatherford International Ltd’s dealings in foreign countries has burgeoned far beyond a simple bribe inquiry by the Securities and Exchange Commission. It is now a multi-agency civil and criminal investigation into allegations that Weatherford did business with terrorist-friendly countries that are under U.S. Handelssanktionen.

Weatherford is one of the world’s largest oilfield service companies, operating in over 100 Ländern.

In an unusual twist to the tale last year, Weatherford general counsel Burt Martin left his job in mid-probe, and the company decided to move its headquarters from Houston to Geneva, Schweiz. It still has U.S. operations in Houston.

The company conceded in its 10-Q financial report to the SEC on May 3 that the federal inquiry that began in 2006 has now grown to include the Department of Justice, the Department of Commerce’s Bureau of Industry & Sicherheit, und den USA. Treasury’s Office of Foreign Assets Control. The latter two agencies handle matters of national security.

The report said the feds are looking at allegations on three fronts. They include Weatherford’s participation in the scandal-plagued Oil-for-Food program, the possible misuse of $175,000 at a European subsidiary for alleged bribes in violation of the Foreign Corrupt Practices Act, and the sales of services and productsin certain sanctioned countries.

It specifically cited Cuba, Iran, Sudan, and Syria — four countries under U.S. sanctions due to their support of terrorism and/or violations of human rights.

The company said it is cooperating with the multi-faceted probe. The report said it has incurred $53 million in costs related to its exit from sanctioned countries and incurred $108 million for legal and professional fees in connection with the ongoing investigations.

durch US. Government’s FCPA Probe of Weatherford Expands.

ECA Gedanken von Legal Tech «SFLegal

In what might be one of the most unfortunate booth placements in recent memory, Nuix was directly across from Clearwell at Legal Tech LA this week. Every time I walked by, the Nuix team was handling a crowd that was oftentimes two or three people deep.

We first looked at Nuix a year or so ago, and while it was powerful and fast, the interface left a great deal to be desired in terms of general “friendliness.” The new interface is much better, but I’d still have a hard time turning attorneys loose on it. An dieser Stelle, Clearwell owns the advantage in user friendliness, while Nuix (according to their numbers) appears to have the advantage in ingestion and indexing speed.

What will happen next? We may be looking at the next Concordance/Summation situation. It’s likely to be Nuix and Clearwell wrestling for the early case assessment (ACE) higher ground. Whether IPRO and LexisNexis are in an ideal position — or are simply too late — to leapfrog Nuix and Clearwell remains a mystery for now.

durch ECA Gedanken von Legal Tech «SFLegal.