&w=3840&q=100)
To prepare a centralised registry of all lawyers, law firms, says BCI
The Bar Council of India (BCI) is in the process of preparing a centralised registry of all law firms and lawyers to establish a democratically elected, pan-India organisation of Indian law firms, the lawyers' governing body said.
"This organisation will ensure that voices from every region and practice level are included in the policy dialogues," BCI said.
The Council was responding to the Society of Indian Law Firms' (SILF's) opposition to the entry of foreign lawyers and law firms into the country.
In its press release, the BCI said SILF did not represent the broad spectrum of Indian law firms.
'It functions primarily as a closed group dominated by a few large, well-established firms. Its stance and actions do not reflect the concerns or aspirations of more than 90 per cent of India's smaller or emerging law firms,' the BCI said in a press note.
The Council, which is the apex lawyers' representative and governance body, had on June 14 constituted a high-level committee chaired by Cyril Shroff, the managing partner of law firm Cyril Amarchand Mangaldas, to examine concerns around the May 2025 notification on the entry and operation of foreign lawyers and law firms in India.
Shortly after this, on June 17, SILF formed a committee of lawyers, headed by Shardul Shroff of Shardul Amarchand Mangaldas, to suggest changes to the recently notified BCI rules allowing foreign lawyers and law firms to work in India.
The BCI said that the consistent feedback it had received indicated that SILF has historically acted to preserve its members' commercial interests at the expense of young, deserving Indian lawyers and new legal practices striving to grow in an increasingly competitive and global legal arena. The lawyers' governing body also alleged that law firms comprising SILF had maintained close affiliations with major foreign legal firms, enabling them to create a 'parallel legal services economy, wherein foreign legal work is funnelled through select Indian firms'.
Corporate, transactional, and arbitration-related legal services in India have been monopolised by a small group of law firms, which has stifled the growth of smaller law firms and talented young lawyers, the BCI said.
'The BCI, through these regulations, seeks to democratize access to cross-border legal work, and dismantle the structural monopolies that have long existed within the Indian legal services sector,' the release said.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Indian Express
12 minutes ago
- Indian Express
Dealing with China: Lessons from Galwan clash, five years on
Just over five years ago, the Galwan clash between India and China saw 20 Indian and four Chinese soldiers killed. This year is also the 75th anniversary of diplomatic relations between the two countries. The bilateral relationship has been full of surprises and turmoil. It appears that India and China, two of the largest countries, economies and militaries, who share a disputed and unresolved border, do not understand each other. The violent clash of June 2020 was the first such incident since 1975. Peace was maintained on the Line of Actual Control (LAC) for almost four decades with the help of confidence-building mechanisms (CBMs). These were achieved after long and painstaking discussions, primarily to avoid any violence on the LAC. However, in the words of Indian External Affairs Minister S Jaishankar, 'So there was a clash, and a number of troops died on either side, and that has since, in a sense, overshadowed the relationship. So until we can restore peace and tranquillity on the border and ensure the agreements signed up to are adhered to, it's obviously difficult to carry on with the rest of the relationship'. But can India trust China to adhere to any agreements now? The long freeze between the neighbours after the 1962 war was revisited in 1988 with the 'normalisation' of ties and efforts were put in place to avoid a similar challenge. During Rajiv Gandhi's visit that year to Beijing, Deng Xiaoping said, 'We have both made mistakes and we can learn from each other. Why can't we share our experiences, our successes and failures? There is much we can achieve together. We can achieve nothing by being antagonists'. There was positive momentum after the visit and both sides engaged in an increased economic relationship (bilateral trade stands at around $118 billion). There was a lot of talk about cooperation. However, what has continued to be the driving factor is mistrust. Since 1988, there have been multiple stand-offs at the border, the most intense being in Doklam in 2017 — both armies stood eye to eye for 73 intense days. What complicates the situation further is that both countries are nuclear powerhouses and have advanced militaries. And both are vying to grow their global influence. The Galwan clash underscored the fragility of the relationship. It took almost four-and-a-half years and multiple rounds of bilateral talks at various levels to achieve a breakthrough. In October 2024, it was announced that India and China have agreed on patrolling rights in the Ladakh region. Foreign Vikram Misri said: 'Agreement has been arrived at on patrolling arrangements along the Line of Actual Control (LAC) in the India-China border areas, leading to disengagement and a resolution of the issues that had arisen in these areas in 2020 and we will be taking the next steps on this.' However, it appears that disengagement will be a long process. China appears keen to discuss restarting the people-to-people and economic engagement. After Galwan, India banned several Chinese apps and stopped major Chinese investments and direct flights. After the thaw, China has been keen to restart direct flights. It has issued around 85,000 visas and has resumed the Kailash Mansarovar Yatra for Indians. On the other hand, India has continued to reiterate that no significant developments can be achieved if the border issue is unresolved. Galwan is a major recent reminder of what the border is capable of doing. It can push the countries as well as the region into uncertainty. India has continued to focus on building capabilities in the border region and developing infrastructure that can help in the proper management and movement of troops and equipment. The most prominent of these is the all-weather Sela Tunnel in Arunachal Pradesh. Even after years of positive statements and shows of bonhomie, the neighbours appear to be just talking at each other. The talks of people-to-people interaction by China and the fact that India continues to reiterate the centrality of the border for a genuine stable relationship to exist shows the gap in perception and understanding. This gap needs to be bridged sooner rather than later. For Beijing, when it comes to its relations with New Delhi, it is economic dynamics that matter. New Delhi, however, should not forget the lessons from Galwan and ignore the fragility of diplomatic measures, which can clearly be ignored and trampled by China. The writer is associate professor, OP Jindal Global University


India.com
12 minutes ago
- India.com
Have 4 wives, owns 38 private jets, 300 cars, 52 golden boats and..., he is world's richest king, his name is..., not richer than Mukesh Ambani, Adani
Have 4 wives, owns 38 private jets, 300 cars, 52 golden boats and..., this is world's richest king, his name is..., not richer than Mukesh Ambani, Adani There are many billionaires across the world, but very few live as richly and royally as King Maha Vajiralongkorn of Thailand, also known as King Rama X. According to The Business Standard , he is believed to be the richest king in the world, with an estimated wealth of around Rs 3.7 lakh crore (which is about 43 billion US dollars). Where does his wealth come from King Vajiralongkorn didn't make his money like most businesspeople. His wealth comes from centuries of royal inheritance, and it grew even more after his father, King Bhumibol Adulyadej, passed away in 2016. Since then, he has made major investments in some of Thailand's biggest companies and owns a lot of valuable land and buildings. In fact he owns more than 17,000 properties in Bangkok alone which makes him one of the largest landowners in Thailand. These include hotels, old palaces, and commercial buildings, many of which earn large amounts of rent. A life of extreme luxury King Vajiralongkorn lives a life of true royal luxury. His collection includes: Over 300 luxury cars 38 private jets A fleet of 52 golden boats used for special royal events These boats are not for travel, but part of grand traditional ceremonies, showing the rich culture of Thailand's royal family. A royal with military training Born in 1952, he is the only son of King Bhumibol and Queen Sirikit. Raised from an early age to take over the throne, he was given elite military training abroad, where he studied in the United Kingdom and then at the University of New South Wales in Australia, graduating in military studies. He also had pilot training and served with the Royal Thai Army, where he saw action in counter-insurgency campaigns during the politically charged 1970s. A controversial figure Even though his personal life has been full of headlines, he has been married four times and often attracts media attention. Out of the four, three of them ended in divorce and have been the subject of tabloid headlines. He also remains an important and powerful figure in Thailand. He represents both the rich royal tradition and the modern face of the monarchy. Meanwhile, in India… India's richest people are well-known business tycoons. As of May 2025, Mukesh Ambani is the richest Indian, with a net worth of about 92.5 billion dollars. Gautam Adani is second with 56.3 billion dollars, with businesses in ports, energy, and infrastructure. But even compared to these corporate giants, King Vajiralongkorn stands out—not just for his huge fortune, but for a lifestyle filled with palaces, private jets, golden boats, and royal ceremonies that few others in the world can match.


Time of India
15 minutes ago
- Time of India
India Inc's AI reality check: Why 92% still struggle to scale AI
Only BFSI (71%) and ITES (80%) show signs of AI maturity — but even they face integration and governance and retail sectors have >60% AI experimentation, but governance, ethics, and backend integration stall AI being a boardroom buzzword, only 8% of enterprises have realized business-scale AI value. AI might be the star of corporate town halls and keynote speeches, but behind the curtains of glossy brochures and tech summits lies an inconvenient truth: the vast majority of Indian enterprises are nowhere close to AI maturity. According to the ETCIO Intelligence Report AI Playbook – GPUs, Strategies & Readiness Index 2025, a staggering 92% of organizations remain stuck in pilot or exploratory phases. Only a slim 8% have fully implemented AI initiatives. This discrepancy reveals a telling reality—while boardrooms are bullish about AI's potential, operationalizing it at scale remains an uphill task. For a quarter of surveyed firms, AI remains an abstract concept—a buzzword to explore rather than a tool to deploy. Pilot paralysis: From proof of concept to proof of value What's keeping India Inc from achieving AI lift-off? At the heart of the issue lies an ROI dilemma. AI pilots, often built around automation or chatbots, fail to deliver tangible business impact. 'Boards demand measurable business value,' the report notes, 'but most AI efforts focus on narrow use cases with limited bottom-line value.' In response, many CIOs are shifting their KPIs from 'proof of concept' to 'proof of value,' with a sharper focus on metrics like Return on Employee (RoE). 'AI has moved beyond proof of concept - it's now about proof of value. With data at its core, the true success metric is ROE: Return on Employee, where enhanced productivity and smarter efficiency reveals AI's real impact,' says Rakesh Bhardwaj, Group Chief Information Officer, Lupin. The infrastructure conundrum: Legacy systems as a bottleneck India's digital backbone—comprising legacy ERP, SCADA, MES, and siloed data systems—is not AI-ready. In manufacturing, for instance, only 57% of firms report any form of AI adoption. Even among these, most remain confined to pilot projects, thanks to fragmented operational technology and poor data standardization. The BFSI sector leads India's AI journey in terms of adoption maturity. Banks and insurers are embedding AI into fraud detection, underwriting, and customer service. But deeper integration is still constrained by legacy systems and high implementation costs. 'AI adoption in BFSI is not just about improving efficiency. It is redefining resilience, security, compliance and customer experience at scale,' says Sampath Manickam , Chief Technology Officer, National Stock Exchange of India. 'As we integrate AI-driven solutions, the emphasis must remain on ethical innovation, regulatory compliance and long-term value creation.' In retail and consumer goods, the maturity is mixed. While digital-native firms and FMCG giants leverage AI for personalization and supply chain visibility, traditional retailers are still stuck on basic digital transformation journeys. Data privacy and ERP integration issues loom large. In healthcare and pharma, AI use cases are growing—from diagnostics and imaging to drug discovery. However, full-scale adoption is rare, and ethical concerns around bias and explainability are front and center. ITES players show relative maturity. Roughly 60% have implemented AI for customer service automation, IT ops, or HR analytics. But only 8% have embedded AI into core functions. The rest remain tactical, often boxed into non-core deployments due to legacy constraints and unclear ROI. Talent deficit vs tool overload Another major hurdle? – People. Despite the explosion of AI platforms and APIs, there is a severe shortage of skilled professionals—particularly AI engineers, data scientists, and MLOps experts. 'There is a huge shortage of skilled talent because modern education is unable to keep up with the speed of change,' says Priya Dar, CIO, Valvoline Cummins . 'We are not experimenting enough and limitations of industry-specific tools lead to customizations that need skills, time, and money. What we are doing is simple—upskilling, leaning on open source, and outsourcing some innovation to smaller partners working on specific use cases.' Organizations are responding with hybrid strategies: reskilling programs, partnerships with academic institutions, and tapping global talent pools via remote work. 'Our leadership emphasizes innovation, operational excellence, and customer-centricity as core pillars of our growth strategy,' adds Kavita Bijlani, Head of IT & RAD, Bausch + Lomb. 'We are up-skilling and re-skilling our employees by rolling out training programs on AI/ML through virtual platforms. To overcome local shortages, we are tapping into global and regional talent pools.' Integration complexity: The silent killer Even when talent and tools are available, most AI projects flounder during integration. ETCIO Intelligence survey revealed that poor post-deployment support and a lack of plug-and-play capabilities remain key friction points—particularly in sectors like BFSI and healthcare, where compliance demands are non-negotiable. As Anand Sinha, CIO, Birlasoft, explains: 'Organizations address the shortage by upskilling existing staff, recruiting from diverse backgrounds, and using global remote talent… Automation and low-code AI tools are adopted to reduce reliance on specialists.' Who's Winning and Who's Lagging? A Sectoral Snapshot ITES (80%) and BFSI (71%) lead due to digital maturity and strong risk/compliance needs. Healthcare (70%) is gaining traction in diagnostics and drug discovery, but lags in AI governance. Retail (61%) shines in front-end CX but falters on backend integrations. Manufacturing (57%) struggles with data quality and fragmented tech environments. From projects to platforms: Global lessons for India Inc The report emphasizes that successful AI transformation isn't about isolated pilots—it's about 'platformization'. Giants like JPMorgan (COIN platform) and Siemens (AI-augmented digital twins) show the way. Indian firms must follow suit by institutionalizing AI Centers of Excellence, building explainable AI systems, and investing in scalable data infrastructure. To paraphrase Rucha Nanavati of Mahindra & Mahindra: 'AI has moved from curiosity to boardroom mandate. The challenge now is not in adopting AI—but in delivering on its promise.' The next 24 months represent a defining window. For India Inc., this is the moment to evolve from pilot purgatory to platform-powered performance. The age of AI has begun—now it's time to make it real. The AI Playbook | ET CIO