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.
1. 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," says Catriona Wolfenden, Product and Innovation Director at Weightmans. "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.
2. 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 insights. 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.
Michelle Garlick, a partner involved with the implementation of the Weightmans’ current AML platform notes, "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.
3. 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.
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.
This article is Part 1 in a two-part series on innovation and change management in law firms. Here's Part 2 - Overcoming Resistance: Strategies for Successful Tech Adoption in Law Firms.
About First AML
First AML streamlines the entire anti-money laundering onboarding and compliance process. Backed by real expertise, its cloud-based KYC Passport allows complex entities to share their verification across multiple companies and geographies, at their discretion.
Making an otherwise complex and manual onboarding process simple for clients and cost effective and compliant for businesses, First AML delivers efficiency and time savings, protecting reputations, and enabling companies to be on the right side of history in the face of global threats.
Keen to find out more? Book a demo today! No time for a long demo? No problem. See what First AML can do for your business in 2 minutes – watch the short demo here.