Navigating change: strategies for introducing new technology in law firms

Introduction

Introducing new technology into a law firm of any size can be a stressful experience, not only for the team implementing the technology, but also for the new users of the platform in question. Law firms tend to be slow adopters of new technologies compared to other industries – however, as client expectations shift, embracing innovation is becoming critical for firms to stay relevant and thrive.

One of the biggest hurdles firms face when implementing new tech is overcoming resistance from partners and senior lawyers. This reluctance can stem from a variety of factors – concerns about disrupting established workflows, doubts about the promised benefits, or simply a general aversion to departing from familiar routines. 

This article will explore effective strategies for articulating the need for technological change in law firms, including understanding the problem, presenting data and evidence, and communicating benefits in a way that resonates with partners and leadership.

Understand the problem

Articulating the scope and extent of the problem you are trying to solve is essential to align everyone’s understanding. Often, firms are drawn to appealing technology solutions and work backwards, focusing more on the "answer" than the underlying issue.

Throwing tech at a problem can just lead to faster chaos as it helps to step back and think about the issue itself, not just the tech.

Search ‘IT project success rate’ and many sobering statistics show up. The latest, by Standish Group, shows that 66% of technology projects (based on the analysis of 50,000 projects globally) end in partial or total failure – with even the smallest software projects failing one in ten times.

One key way to mitigate this risk is by starting with a clear problem or opportunity statement – a succinct explanation of the challenge you want to address. This focuses stakeholders on why change is needed and who it impacts. With this North Star established, potential solutions can then be properly evaluated against the core problem.

Understand their drivers

Lawyers are a particularly difficult group to sell to – they often need to see an individual or personal benefit to them. To achieve a successful implementation then, it’s critical to see and understand each partner’s particular driver (e.g. maintaining the relationship, or speed of opening the file or doing a particular task), rather than simply selling the vision. Without buy-in, they will simply find alternatives, such as doing things manually or getting a junior or an assistant to complete the tasks. 

Present data and evidence

Gathering data to quantify the problem and build a case for change is crucial. A simple tactic is surveying frontline staff to benchmark existing pain points and inefficiencies. 

For example, when exploring an AML software solution, questions like "On average, how much time do you spend on AML processes?" and "How would you feel if we introduced a system to automate this?" can provide valuable insight. Analysing the responses allows you to calculate the potential time savings and opportunity costs of maintaining the current system. 

With hard data in hand, you can then present a compelling rationale for adoption when it comes time for people to use the new system.  

Once we had [the AML software] approved, I could go back to the teams and say, 'You asked for this solution. The survey showed most of you would be happier with an automated process, and here's the data on how much time and revenue you were losing before.' 

This approach generates buy-in because it demonstrates that leadership listened, understood their challenges, and took action accordingly. Leveraging evidence from those closest to the problem pays dividends in rallying partner support for new initiatives.

Speak their language

Effectively driving change requires communicating in a way that resonates with partners and leadership. Present the rationale and benefits through the lens of what matters most to them - whether it's enhancing profitability, improving operational efficiency, delivering better client service, or maintaining a competitive edge.

For example, instead of leading with features about a proposed piece of tech, focus first on how it aligns with and advances the firm's overarching goals. 

Does it reduce costly administrative work for fee-earners, allowing them to focus more billable hours on high-value work? Spell out the potential revenue impact. Or if positioning the firm as an innovative client service leader is the aim, highlight how the solution elevates the client experience.

The key is demonstrating an understanding of the bigger picture vision for the firm. Speaking their language builds credibility and buy-in.

Deal with the loss of control

Often process changes may take some level of visibility away from fee-earners with non-revenue generating activity being handed off to centralised teams or legal assistants. Understanding ways that they can ‘check in on’ or get visibility can be useful so that they can see where it is without them doing the grunt work. 

Allow for exceptions and alternative processes

There can be some resistance in teams because of the nature of the clients – for instance, with private or HNW clients. Working with the partners to understand their concerns, and finding alternate ways to fit the ‘new standard’, can be beneficial.

Give visibility to the initiative

Generating visibility and excitement around new tech initiatives is key for driving adoption. For instance, when Weightmans rolled out bAIley , a chatbot for internal knowledge sharing, they built ‘buzz’ by doing an office roadshow featuring a 6-foot cutout of bAIley. 

Having that physical presence rotating through our locations really helped raise the chatbot's visibility. Simple, creative promotions that make initiatives tangible can go a long way in getting partners and staff interested and ready to adopt the change. 

Beware scope creep

When looking to onboard a new piece of tech, be aware of changes in scope or starting with a project that is too large – i.e. boiling the ocean. Particularly with product or innovation teams, you need to be conscious that you’re a cost centre – you need to show value.

Despite the impulse to advocate for broad change, it’s necessary to break projects down into chunks that can then show value/ROI. 

Be aware of history 

What’s more, when tech projects have gone unsuccessfully in the past, teams can face headwinds or a lack of morale around implementing new solutions. Keeping user trust by providing guardrails around what can and can’t be used (for instance, how emerging technology can and can’t be used by fee-earners) can help deal with the sentiment that all technology is bad, and find a middle ground for reasonable use cases.

Conclusion

Effectively introducing new technology into a law firm requires clear and strategic communication. By understanding the problem, presenting compelling data, and framing the benefits in a way that resonates with partners, firms can overcome resistance and foster innovation.