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1、WEBBER WENTZELImplementation&Adoption ofLegal Tech 7 EXPERT OPINIONS ON2Musical interludeBuy it,use it,break it,fix itTrash it,Change it,Mail it-Upgrade itCharge it,point it,zoom it,press itSnap it,work on it,quickly-delete itWrite it,Cut it,Paste it,Save itLoad it,Verify it,Quick rewrite itPlug it,

2、Play it,Burn it,Rip itDrag and Drop it,Zip-Unzip itLock it,Fill it,Call it,Find itView it,encrypt it,jam it-unlock itTechnological!As Daft Punk pointed out in 2005,technology has an enormous impact on our daily lives.Technology was born out of the everyday challenges people face.It is designed to so

3、lve problems and make our lives easier,more efficient,and more fulfilling.And the same goes for the tools implemented by todays leading law firms.In a world with a desire for greater(online)accessibility,affordability,efficiency,and high-end legal advice,they are constantly striving to improve;pushi

4、ng themselves to work in new and unique ways to meet client expectations and stay ahead of the competition.However,when it comes to legal technology,adoption in law firms is often challenging.Do new tools address existing challenges?Does the time gained outweigh the time to implement?Are the tools s

5、afe and secure?Will the customer benefit from the implementation?Implementing legal tech is a constant balancing act.Like an entrepreneur looking for product-market fit,you need to prioritize user experience and weigh a tools disruption against its value and ease of integration.As new technologies a

6、re being tested,pilot fatigue can set in.But fostering an adoption mindset keeps us resilient and fresh.Henchman met with some of todays leading legal innovators,who see innovation as a journey.And like any adventurous journey,it comes with unexpected hurdles and complexities that make for great ane

7、cdotes.Enjoy reading them.Cheers,Jorn.Founder and Co-CEO,HenchmanJorn VanysackerGina Lynch p4 Chief Knowledge and Innovation Officer-Paul Weissp7Joachim Edin Digital Program Manager-BAHRAalia Manie p10 Head of Webber Wentzel Fusion-Webber WentzelVictor Cabral p13 VP of Innovation and Digital Transfo

8、rmation-b/luzConan Hines p17 Director of Legal Technology-Fried FrankRohit Shukla p19 Chief Digital Officer-Khaitan&CoMarcelo De Almeida Horacio p22 Vice President Global Legal Operations,Procurement and Innovation-PearsonContents3Adopting for Keeps:Building a Lasting Adoption Strategy Successful ad

9、option of a new legal technology initiates a deep committed relationship with both the product itself and the client base.The innovation team needs an intimate understanding of the technologys capabilities,nuances and potential roadblocks to implementation.In parallel,they must forge trusting connec

10、tions with clients,taking the time to truly understand their processes,pain points and what will make the technology a welcomed solution rather than an unwanted disruption.With this dual foundation of technical and client mastery,the team can effectively promote adoption by nurturing willingness,tru

11、st,and understanding.In other words,the decision to adopt new technologies is not merely a transactional choice,but more akin to the commitment of a long-term partnership.The decision to adopt new technologies is not merely a transactional choice,but more akin to the commitment of a long-term partne

12、rship.Building Trust The Knowledge and Innovation team is on the constant lookout for tools and processes that will enable our lawyers and business professionals to address complex,time-sensitive matters more efficiently and effectively.In the courtship of a new product,you cant simply swipe right.Y

13、ou must first make the time to listen to your constituents,understand their world and make certain that you are matching the solution to the problem.For busy legal professionals,the appearance of a cumbersome interface can prompt swift disinterest,sluggish response times equate to showing up late an

14、d not working as designed constitutes grounds for abandonment.To avoid these outcomes,your team must conduct an exhaustive vetting process of potential technology suitors.Once narrowed to a few candidates,get to know them intimately their functionality,their compatibility with existing systems and t

15、heir support network.Make certain to have a diverse array of testers take them for a spin.Extensive testing and legwork are critical in Chief Knowledge and Innovation Officer at Paul WeisGina Lynch4earning the trust of your lawyers.Once you have decided that you have found the one,you can move to de

16、epen the engagement.Testing the Waters Like close friends who provide unvarnished perspectives,a group of trusted legal advisers is vital for smooth implementations and successful pilots.At Paul Weiss,we leverage an Associate Innovation Committee representing practice groups firmwide,as well as an i

17、nner circle of innovation-friendly lawyers eager to pilot new technologies.In essence our products“meet the family”before they are released to the general firm.Guiding these introductions is important.This might involve tracking the opening of new matters for an opportune moment to introduce the pro

18、duct or being proactive and knocking on doors.Getting lawyers to try new technology must be a deliberate exercise where you are connecting them at every opportunity.This cant be left to chance!Feedback must be methodically collected and analyzed.Anecdotal comments or magical thinking are not adequat

19、e.You must get your lawyers to commit by completing a survey or interview.If something should go sideways with a roll-out,you will take some comfort that you have collected a convincing set of data to support your actions.Adoption is a Team Sport Lets assume your product has received enthusiastic fe

20、edback,passed the security check and is now cleared for take-off.Making this adoption a success story requires more than a training session and an announcement.It needs to be an all-hands-on-deck,firm-wide movement.Every KM lawyer,every innovation professional,needs to be fluent in this tools capabi

21、lities.They should not outsource adoption efforts to a siloed“change management”team and call it a day.Everyone needs to drink the adoption Kool-Aid and be able to prescribe the right tool for the right job at the right time.Change management needs to be a grassroots,everyone-gets-their-hands-dirty

22、movement from the ground up.When your whole team embodies the adoption mindset,thats when tools become true force multipliers.In fact,our cross-functional Associate Innovation Committee has shown that the most creative use cases often come from the most unexpected parties the very groups this tech w

23、asnt originally designed for.When different perspectives meet powerful tools,thats where the real magic happens.Keep the Buzz AliveWhile the initial training sessions,video releases,and launch events are critical first steps,they are just your opening acts.Maintaining mindshare requires a multifacet

24、ed approach.Integrate links and cues throughout firm resources whether on the Intranet,databases or resource catalogs.Strategically embed cues to your offerings within the current training curriculums,closely coordinating training sessions with 5boot camps or other tutorials.Create a series of spotl

25、ights devoted to this tool directed at different audiences.Incentivize lawyers with tangible benefits;for example,our lawyers have a sweet spot for swag,so we conduct challenges that keep them engaged and rewarded.Consistent communications keep the drumbeat going;our internal daily news report is an

26、 ideal place for periodic reminders.Our Knowledge&Innovation Newsletter highlights our technology“pioneers,”featuring their success with our tools.These stories always prompt a corresponding spike in usage.Sustained efforts ensure that at some point you will catch the attention of your busy lawyers.

27、Adopt a Data-Driven Approach to Up Your GameBefore you unveil your new product,craft a comprehensive game plan to track usage.You want to be the fly on the wall tracking every type of interaction with the tool,whether it is content creation,database searches or data edits.The more granular your data

28、,the less chance of ambiguity as to how the tool is being used.Continuously refine your adoption strategies based on the results.This could be visible support by an enthusiastic influential partner,a power user with a killer success story or a compelling client ROI case study.Aligning support with t

29、he level of competency of the user is the key to keeping them highly involved in the ongoing development of your new product.If you have some power users,bring them new and complex use cases.Still nurturing a novice?Offer to hold their hand for the next few assignments.Set ambitious goals measuring

30、usage in the thousands and 15-50%year-over-year increases.Consistent usage trends will confirm that this tool has begun to be integrated into the lawyers workflow.Its ambitious but achievable through diligent planning and faithfully executing your adoption playbook.Adopting new technology is hard wo

31、rk,but like any long-term commitment,the results justify the efforts.After all,you want to build a partnership that gives lawyers the confidence this new tool will be there for them during those all-night fire drills.Your adoption strategy should foster a“get me through this 2 am brief”kind of relat

32、ionship,not a short-lived whirlwind romance.The ultimate goal is reliable technology that helps legal professionals better and more efficiently solve urgent,time-sensitive challenges-not just a flashy toy that gets abandoned.The ultimate goal is reliable technology that helps legal professionals bet

33、ter and more efficiently solve urgent,time-sensitive challenges.6The implementation journey A travellers guideIn a fast-moving industry like legal,you usually only get one shot with legal tech implementation if adoption rates are not high at the point of introduction,it will be difficult to turn use

34、rs around at a later stage.Additionally,the stakes are heightened as time is a valuable and sparse commodity in law firms.A failed implementation can therefore be a costly and unpleasant experience,not just limited to the licensing costs.Buying legal tech is easy,implementing it is not.Speaking from

35、 experience,the process is rarely“plug and play”.Rather,it is best treated as a journey,where acquiring a technology,i.e.the plane tickets,is just one step in the process.Buying legal tech is best treated as a journey,where acquiring a technology,i.e.the plane tickets,is just one step in the process

36、.To help you out on this implementation journey,and hopefully get you safely to your destination,here is a travellers guide from a fellow traveller.Choose your destinationLike a family vacation,the journey starts with choosing the destination.Just as you know the likes and dislikes of your family me

37、mbers,choosing the right legal technology requires a deep understanding of your firms aspirations and needs.Do your research and listen to your users.Also,have a clear end goal in mind what do you want to achieve by going on this trip and when will you know that you have arrived?Do you have any KPIs

38、 or goals?It is also not always about visiting the most popular or trendy destination sometimes,a destination has been historically popular for a reason,but is it right for you?On the other hand,not everyone needs to be a first mover,chasing the latest shiny tech.Additionally,if you are not a season

39、ed traveller or its been a while since your last trip,start easy and stick to the well-trodden path.Alignment with your broader tech strategy,whether it is a conservative or a pioneering approach,is paramount.Joachim EdinDigital Program Manager-BAHR7Budget considerations will also be an important pa

40、rt of your choice of destination.Do you go for an all-inclusive package or the more pared-down budget option?As a rule of thumb,be realistic,know what your users want and avoid the allure of unnecessary features or upgrades.Moreover,remember that more features mean more training!With todays seat-bas

41、ed licensing models,deciding who to take on the journey,i.e.who to buy tickets for,is vital.Who are the users who will get the most out of the technology,and more critically,what does“getting the most”out of the technology actually mean for your firm?Also,remember to negotiate with vendors up front

42、and forge a partnership that allows for scalability and flexibility.It is easier to set the terms of the relationship at the outset than to renegotiate them along the way.Preparing for the journeyCareful planning is the hallmark of any successful journey.Make ambitious(but realistic)plans and try to

43、 stick to them.Before setting off,ensure you have all the essentials(see packing list below for a simple guide).If you have the time and resources,a well-executed pilot should always be part of the implementation plan.Make the pilot as close to a real implementation as possible,and use it to gain ex

44、perience of how a full rollout would work.Choosing your travel agent,in this case the vendor,is a decision that should not be made lightly.Their support and expertise can make or break the trip.Use the pilot to test the relationship with the vendor and their organisation.Once you have made your choi

45、ce,commit to the partnership and embark on the journey together.You can get all the support you want from your partners and vendors,but ultimately you are the owner of the solutions.Dont underestimate the amount of work required to be successful,especially in terms of training and communication.If n

46、o one knows about the solution,the project will obviously not be a success.Similarly,if people know about the solution but do not know how to use it,you will be left with a white elephant.Ensuring a safe journey Security in the realm of legal tech is like travel insuranceits essential.Guidelines and

47、 training are the safety protocols that protect your firms valuable data and ensure that users can navigate new systems with confidence.The margin for error in the delivery of legal services is very small,making it all the more important to manage change closely and carefully.Vendor and technology s

48、election should be rigorous because user requirements are so high.More time and effort must be invested in the implementation process.Clear communication and extensive training are required,especially when dealing with risk-averse lawyers.Manage expectationsManaging expectations is important,or user

49、s may end up distrusting both you and the technology.Lawyers are laser-focused on finding flaws and weaknesses,so be sure to consider this.Some questions to ask yourself as you develop your communications and 8training plans:What do the lawyers need to know about this technology?Is it important for

50、them to know the technical details?What does the tech promise,and does it really work as advertised?Once at your destinationOnce at your destination,agility is key.The ability to adapt and respond to unexpected challenges is crucial,just as you may not be able to predict the weather on your vacation

51、.Remember that when you introduce a new technology,you are trying to get people to change the way they work,i.e.to change human behaviour and that is always hard.Always put yourself in your users shoes and assess what they need.What are the demographics of your users?How tech-savvy are they?How open

52、 are they to trying new things?These are all questions to consider if you want the adoption to be a success.The road to legal technology adoption may be challenging and involve a lot of hard work,but it can also be very rewarding.It holds the potential to enhance your firms service to clients,stream

53、line operations and produce better,happier lawyers an organisation more informed and attuned to the digital age.Every organisation is different,and every project will have its own unique set of challenges.As you become more well-travelled,youll learn from your projects and develop and tailor your me

54、thodology after all,there is no“one size fits all”approach.We wish you all the best on your journey and have a good trip!Packing list This is your implementation playbook,your essential items to carry with you on your journey.A Clear Destination:Set goals and targets at the beginning of the journey,

55、so you know when you have arrived.Selection process and partnership model:Have a process for identifying and vetting potential vendors and solutions,and a clear model for ensuring a good partnership with your vendors.Technical Plan:Outline the infrastructure,tech support and resources required.Commu

56、nications Plan:Crucial to keeping everyone informed and up to date and to manage expectations.Training Plan:Familiarity and knowledge of the technology ensures happy users and higher adoption rates.9Legal Tech Adoption:Practical Tips for Avoiding Shelfware by Aalia ManieIntroductionHot take:Its not

57、really about technology.Youve signed on the dotted line and taken the plunge on new legal tech after a careful evaluation process.You may now take a breath,but certainly not a break.This is just the start.You may have obsessed over functionality and potential ROI stats,but the real test is whether b

58、usy legal professionals will integrate these new tools into their already hectic workday.How can you ensure this happens?People ProblemsIts all about them:the humans with problems and the humans looking to capture business opportunities.This is where the work begins and ends.Do you truly understand

59、and empathise with your users,their specific pain points,and workflows?Do you know what the“burning platform”is?Is the problem or the opportunity meaningful enough to prioritise?And are you sure that technology is the right solution?If you do not know the answers to these questions,and if you have n

60、ot involved your users in the solution design and evaluation process,your fancy new software may be headed straight for the digital graveyard.And that will be on you,not the users.The legal profession is centred on human expertise,judgement,and the nuanced interpretation of law.Technology is a power

61、ful tool,designed to augment and enhance these abilities,not replace them.Like most things,AI and technology are not infallible,and their outputs must be validated.Responsible use of technology requires us to select tools that appropriately balance automation,verification,and human decision-making w

62、hile enabling transparency and explainability.In other Head of Webber Wentzel Fusion at Webber WentzelAalia Manie10words,humans remain critical for the safe and optimal use of technology in law.Fear of change and incentives have a certain power,and reminding legal professionals of their ongoing impo

63、rtance in legal solution delivery may help adoption.Instead of just announcing new tech is coming,focus on the“why”and address the concerns of the naysayers.Explain how this makes life better for those using it.Tech will complement and streamline their work,freeing them to focus on strategic and com

64、plex aspects of their jobs.The right people doing the right things benefits everyone including them.You may need to do less convincing if you have involved users early on:pilot programs and demos can uncover potential problems and get buy-in from those who matter most.Balancing Dollars and SenseImpl

65、ementing new tech does not come cheap.But the real cost is an investment that gathers dust because nobody uses it.Successful adoption of legal technology requires clear evaluation frameworks and a careful consideration of cost vs return on investment(ROI).Heres how to get the balance right:Define Su

66、ccess:Tech adoption isnt about getting the latest,shiniest toy.Its about solving real problems.Before investing,be crystal clear about the specific issues the tech will address and set measurable goals to track its progress and success.What specific problems will this technology solve?How will it im

67、prove efficiency,client service,or business outcomes?Demonstrate ROI:Clearly articulate how the technology will translate into tangible benefits.Use case studies,data-driven results,and success stories to illustrate the likelihood of increased efficiency,cost savings,higher quality outputs,or improv

68、ed client experiences.Embrace Client Demand:Client expectations directly influence the technologies law firms adopt.Choose solutions that are designed to solve specific client problems,streamline processes,and provide exceptional value.The Broader Picture:Legal technology could impact your firms ent

69、ire business model.Consider how it can contribute to increased profitability,top-line growth,improved talent retention,and enhanced client satisfaction.Talent&Training for Tech-ReadinessPrecision matters in law,but that precision doesnt always extend to tech skills.Dont assume everyone has the time

70、or inclination to figure out new software on their own.Comprehensive training sessions may seem great in theory,but they are useless when lawyers are juggling client meetings,deadlines,and the never-ending inbox.Weve had success with shorter sessions that are easier to digest,as well as on-demand on

71、line training and resources users can access anytime.11Its also a good idea to schedule sessions on a regular basis that allow learners to fit training into their busy schedules.Training must be delivered alongside continuous support and a communication strategy.Real-time tech help,user guides,email

72、 FAQs,and webinars help alleviate initial challenges and build confidence.Informal tips and tricks while“walking the floors”can also do wonders.Any firm or legal department that is serious about legal technology should also hire accordingly.As you adopt new technology,you may need to recruit tech-sa

73、vvy talent or invest in training to upskill existing staff.Privacy,Security,and TrustIn the heavily regulated legal sector,technology cant just be effective;it must be secure.Dont get blinded by slick presentations dig into the details.Conduct rigorous audits,verify security certifications,and colla

74、borate with IT and the internal risk team to make sure new tools meet high standards to protect client data and sensitive information.I am also a firm believer in prioritising transparency:communicating to clients and stakeholders how their data is used and protected,and how tech aligns with their s

75、ecurity expectations.ConclusionSuccess in legal tech takes more than just signing a contract.Its about understanding human needs,focusing on real-world benefits,training proactively,managing change deliberately,and never compromising on security.Master these elements,and youll pave the way for a mor

76、e efficient,client-focused,and ultimately more successful law firm or legal department.12Legal Technology projects:6 steps to successfully implement technology tools for law firms and legal departments Its no secret anymore:the legal marketplace is becoming increasingly demanding,complex,and competi

77、tive.These challenges put lawyers on a difficult path:a relentless pursuit of more efficient ways to handle procedures,data,documents,and other routine activities to better serve their clients.Technology holds a special place in such an equation.It can be seen as the most powerful enabler for effici

78、ency,as it can be used to automate repetitive tasks,reduce errors,speed up processes,get insights,and increase productivity.Which industry is not discussing automation and AI these days?Tech implementation is mostly an unexplored arena for lawyers and organizations that are part of the legal marketp

79、lace.However,tech implementation is mostly an unexplored arena for lawyers and organizations that are part of the legal marketplace.Most professionals have not been trained to carry out innovation projects during their careers,but are now forced to understand and embrace a journey of selecting and i

80、mplementing tech tools in their daily lives.While some count on the advice of tech experts to increase their success rate,others face these challenges on their own.This is a brief guide for both.Next,I present 6 steps to help legal professionals implement legal tech projects in their organizations.D

81、ont worry if your firm or department doesnt exactly fit into all of them:just take the essence and aim for success!1.Set clear goalsBefore embarking on any legal tech project,its important to know exactly what you want to achieve.Cost reduction?Increased efficiency?Improved quality of service?Better

82、 knowledge management?Theres no chance of success if you dont define your objectives first.In some cases,this step must be taken before you select the solution you will test or build.Keep in VP of Innovation and Digital Transformation-b/luzVictor Cabral13mind the needs,pains,and expectations of inte

83、rnal and external clients,as well as the indicators that can be used to measure performance and return on investment.The needs shall lead to the solution.Lets say you identify a problem regarding the time spent reviewing agreements.There is a clear need to improve the efficiency of this task,and a g

84、ood solution might be an AI-powered contract review system.You can then test different vendors to determine the best option to significantly reduce the time spent reviewing contracts,allowing legal professionals to focus on more strategic tasks and provide faster turnaround times for clients.This co

85、uld be an important criterion in choosing your AI companion for your legal work and,trust me,it may even help you decide between two or more available tools.2.Choose the team wiselyWhether you are a solo practitioner or a member of a global legal department of 100+people,no legal technology project

86、is a solitary journey.Choosing the right team with the appropriate technical skills and legal knowledge is essential.A multidisciplinary and diverse team can bring valuable perspectives and ensure that all aspects of the project are addressed.This team can be formed with other members of your organi

87、zation or,if you cannot count on in-house people with diverse experience,you can even hire freelance consultants or enlist the help of your legal tech supplier to assemble the team.You may not need the most experienced team,but rather a team with the right level of seniority level to achieve your go

88、als.Also,think about the right number of people to get the job done without compromising efficiency.In any case,dont forget that a team with different skills can help each other.Depending on the nature of the tools and the projects goals,theres no better combination than getting legal experts,data s

89、cientists,software developers,designers,project managers,and other areas of expertise working together to increase the chances of success in the endeavor.3.Define a pilot project and its participantsWhen you are about to download a paid app or software,it sometimes offers you a free trial or demo.Ha

90、ve you ever wondered why?The answer is simple.Technology tools are better used when you can test them first and understand their features,limitations,and opportunities.When you have time to adapt yourself(and your team)before jumping right into a new tool,you can better customize it,define which pro

91、fessionals can take advantage of its benefits,and spend your money wisely on its implementation.Thats why innovation managers always like to test a new solution in a controlled environment before implementing it on a large scale.They do this by carefully selecting a pilot project and its participant

92、s.This will allow for adjustments and refinements before expanding to the entire organization,firm,or department.For example,consider piloting a virtual legal assistant chatbot within a specific practice area to assist lawyers with routine inquiries and document drafting.This can help gauge user ado

93、ption and fine-tune the system before a broader rollout.The pilot project should involve a select group of users,ideally representing the target audiences different areas,profiles,and experience levels.Choosing the right 14number of people to participate can be a challenge for some;you can choose a

94、small group-or even one or two people-but they must be committed to trying and providing feedback as requested;on the other hand,large groups are difficult to manage,and theres always a percentage of users who wont even bother to try a new tool.Either way,its not easy to come up with an optimal numb

95、er,but some criteria that can help are the size of the organization,firm,or department,the time expected to conclude the pilot,and of course,the budget you can afford to spend on this journey.4.Monitor usage and get resultsImplementing the technology is only the beginning.Its imperative to closely m

96、onitor how its being used and what preliminary results it generates,especially during a pilot project.The sooner you begin to collect and monitor usage data,the more valuable the insights will be for adjustments and improvements.For example,tracking the usage patterns of e-discovery software can hel

97、p identify bottlenecks in the document review process and optimize workflows accordingly,leading to faster case resolutions and cost savings for clients.You can use the logs and data provided by the tech tool itself,or if it doesnt have such a feature,you can rely on user feedback,surveys,and meetin

98、gs to assess the projects progress.Regardless of the adopted strategy,it is important to analyze whether the solution meets the defined objectives,whether it delivers the expected benefits,its acceptance,and whether there are any technical or operational problems.5.Expand usage to the rest of the de

99、partment or firmBased on the results of the pilot,its time to roll it out to the remaining users.This step consists of implementing legal technology throughout the organization,firm,or department,after validating the results of the pilot and making the necessary improvements and adjustments.You may

100、need to understand that theres no better tool than the one that works in your organizations culture and reality;therefore,there will only be a success if you can ensure it will be used by the personnel and that it will work integrated with other systems already in use.Keep in mind that you will now

101、be working with a larger group-but if the project has been done right,they will have a more customized tool to work with.An important tip here is to clearly communicate the benefits and provide adequate support to ensure a smooth transition.You may be able to find“champions”to help you connect with

102、more and more people.Ongoing training can also be helpful,as a new tool comes with a learning curve.Trust the mantra:the less shock and conflict involved,the better.Lets not expect a lawyer to give up their habits so easily we 15should be realistic that change takes time,depending on the companys cu

103、lture and the prior technological expertise of other members.6.Continuously improve the implemented solutionTechnology is constantly evolving,and its use in the legal world is no exception.Stay updated with the latest trends and user feedback.Always be ready to improve and adapt the implemented solu

104、tion to ever-changing needs.Continuous improvement means keeping the solution up-to-date,secure,and efficient,as well as looking for new ways to optimize legal work with technology.It can help a supplier develop new features to serve your external and internal clients and enhance existing functional

105、ities based on your usage.The key is to keep monitoring the performance and users and clients satisfaction,even if you already consider the project complete and successful.The key is to keep monitoring the performance and users and clients satisfaction,even if you already consider the project comple

106、te and successful;collecting feedback and suggestions,evaluating new functionalities and updates,performing preventive and corrective maintenance,and other actions are also great paths to follow.This fosters a culture of innovation and continuous learning and,as the market demands nowadays,encourage

107、s legal professionals to explore the possibilities and benefits of legal technology.16Culture of Innovation is Critical to Legal Tech Adoption By Conan Hines,Director of Legal Technology at Fried,Frank,Harris,Shriver&Jacobson LLP If legal tech is built but no one uses it,does it make a beep?AI doesn

108、t matter much,nor does data hygiene,if you dont have a culture of innovation.As an industry,we often discuss the practical steps firms should take to achieve the efficiencies they seek,but it starts with culture.It is not about dangling shiny tech gadgets or staging events to generate excitement.It

109、is a fundamental leadership choice.Not every billable hour is the same Some firms have tried to incentivize lawyers by offering billable credits for innovation work.Some try to impress the dangers of not becoming tech-proficient upon their staff to encourage time investment.Right now,there are three

110、 buckets of hours:billable,non-billable and personal.But are all billable hours equal?Not all billable hours get paid.How much of this is the timekeepers responsibility?What if we could measure the quality of a billable hour?A quality hour could be one that is likely to be paid or one that provides

111、commensurate value because it was an appropriate use of time for the benefit of the client.Is time spent manually reviewing a set of documents to discern their content without tech enablement the same as analyzing that content with a discerning eye?Of course not.We should want to reward lawyers with

112、 the highest quality billable hours.And it would follow that lawyers would be more inclined to get legal tech training and spend more time with innovation professionals.Director of Legal Technology at Fried FrankConan Hines17Legal tech isnt always as advertisedIf the technology worked as advertised

113、right out of the box,we wouldnt have an adoption problem.Unfortunately,it doesnt usually work that way.No doubt there are tools that are easier to use than others.The easiest to adopt are the“single user”tools.They have limited impact compared to“multi-user”tools,but they are easier to adopt because

114、 they offer personal benefit(and no dependency on anyone else).With a multi-user or collaborative tool,the potential payoff is greater because it offers a personal and collective benefit.But its harder to implement because it relies on everyone to make it work.Collaborative tools are harder to imple

115、ment because it relies on everyone to make it work.Regardless of the tool,there needs to be a constant feedback loop.Legal tech companies should regularly solicit customer feedback,prioritize it,and evolve from it.Stagnant tools inspire no one.Legal buyers need to provide feedback and test new devel

116、opments.If were not willing to tell vendors what we want,we have no place to complain.Partnerships are key,and it takes an R&D investment to move the needle.Legal training must embody legal tech trainingOver the years,Ive joked that people who go to law school are smart folks who want to get as far

117、away from technology as possible.Thats less and less the case.Law students today have different expectations because they were born and raised in a digital world.Law schools are incorporating more technology into their curriculum,but given the diversity of legal jobs within the profession,its not re

118、asonable to expect academia to cover all potential legal tech areas,nor would it be worth students time.Technology needs to be part of legal training.In Big Law,it should start with the summer program.It should pick up immediately the following fall and be sustained.This requires a close relationshi

119、p between professional development and legal technologists.Technology is no longer a separate box to be checked.It is integrated into a lawyers workflow.A user can train himself on single-user tech by starting to use it-although Id argue hed learn faster with context.But he cant do the same with mul

120、ti-user tech.That needs to be taught in a real setting with multiple colleagues to understand the use case.You have to explain due diligence and at the same time walk through the tech stack and how it is used to get the job done.ConclusionLeadership must invest,entrepreneurs must listen,and legal bu

121、yers must speak.Professional development needs to embrace legal tech.Technology can no longer be considered second-class in the legal industry.It is part of the profession.Lawyers who dont use it today wont compete tomorrow,and the same goes for law firms.18Navigating the Legal Tech Landscape:Challe

122、nges and Strategies In the vast expanse of legal services,technology has emerged as a transformative force,reshaping how legal professionals operate and deliver services to clients.From streamlining internal processes to improving client interactions,legal tech permeates every aspect of the legal la

123、ndscape.However,its implementation comes with its own set of challenges and requires strategic approaches tailored to the unique needs of each firm.Implementation of legal tech comes with its own set of challenges and requires strategic approaches tailored to the unique needs of each firm.The Three-

124、Fold LandscapeAt the heart of legal tech implementation lies a three-fold landscape,encompassing not only the practice of law but also the management of the business of law.This delineation allows for a nuanced understanding of where technology intersects with legal services:a.Legal Tech for Efficie

125、ncy and Client Service Enhancement:Technology serves as a catalyst for improving efficiency and supporting lawyers in delivering optimal services to their clients.From document automation to e-discovery tools,legal tech streamlines processes,reduces manual labour and fosters seamless lawyer-client i

126、nteractions.b.Managing the Business of Law:Law firms are not just legal practices;they are complex businesses requiring efficient management.Enterprise systems,practice management software,and other tools play a pivotal role in overseeing financial management,human resources,and overall operational

127、efficiency.c.The Overlap:Bridging the gap between legal services and business management,these solutions encompass tools such as conflict checks,engagement letter processing,matter effort estimation and availability management.These are essential for ensuring ethical compliance,formalizing client re

128、lationships,and optimizing resource allocation.Chief Digital Officer-Khaitan&CoRohit Shukla19Stakeholders Beyond LawyersWhile lawyers may seem like the primary focus of legal tech adoption,its the allied functions within law firms that often drive major efficiency improvement initiatives.Business de

129、velopment and strategy,marketing,finance,and practice management are key stakeholders whose input shapes the requirements and success of legal tech implementations.Their involvement is crucial in ensuring that technology aligns with the firms strategic objectives and enhances overall performance.Bus

130、iness development and strategy,marketing,finance,and practice management are key stakeholders whose input shapes the requirements and success of legal tech implementations.Establishing Dedicated Teams:The KCO ApproachAt KCO,weve established a Digital and Innovation team to navigate legal tech adopti

131、on complexities.The Digital Team manages technology and delivery,exploring AI,machine learning,and startup solutions.Meanwhile,our Innovation Team,comprising legal experts,analyses legal-tech offerings,addresses business challenges,and communicates with lawyers.Our Adoption Success Professionals,wit

132、h backgrounds in Customer Success Management,ensure smooth tech solution adoption.Strategies for Successful ImplementationImplementing legal tech is not a one-size-fits-all endeavour:it requires a tailored approach that acknowledges the diverse needs and challenges within each firm.At KCO,we have em

133、braced pragmatic strategies to overcome these challenges and drive successful adoption:a.Minimum Viable Product(MVP)Approach:Developing a simple solution quickly and allowing users to engage with it enables rapid feedback and iterative improvements.This approach fosters user involvement and ensures

134、that the final product meets their needs effectively.b.Fail Fast,Learn,and Refine:Embracing the reality that perfection is unattainable from the outset,we prioritize iterative refinement based on user feedback and evolving requirements.This agile mindset allows us to adapt quickly to changing circum

135、stances and refine our solutions accordingly.Regarding learning,weve observed that initial excitement is more effectively conveyed through in-person conversations or sessions,fostering direct engagement.Conversely,on-the-go learning and training are better facilitated through concise,targeted videos

136、 accessible online,catering to the needs of our mobile audience.c.Ambassadors for Change:Enlisting tech-savvy associates as champions for the solutions within each practice fosters enthusiasm and encourages adoption.Their advocacy helps drive momentum and overcome resistance to change.20d.Sponsorshi

137、p and Support:While sponsorship from managing partners and practice heads is important for initiating the adoption process,sustained success depends on ongoing support,training,and encouragement for adoption.A cross-functional team comprising technology and legal professionals ensures that all aspec

138、ts of the implementation process are addressed comprehensively,from product ideation to training stages.e.Problem first,solution later:The path to effective tech implementation starts with falling in love with the problem.Always start with a comprehensive analysis of the challenges and pain points f

139、aced by our firm and clients.While AI undoubtedly offers powerful capabilities;it is crucial to avoid being swayed by the hype and losing sight of existing,well-established solutions.Only after defining the problem with clarity should we embark on exploring potential solutions,be it AI or other tech

140、nologies.This problem-first approach ensures that we harness the right tool for the job,maximizing the chances of a successful implementation that drives tangible results and value for our firm and clients.In conclusion,successful legal tech adoption requires a holistic approach that includes not on

141、ly technological solutions but also organizational buy-in,user engagement,and ongoing support.By navigating the complexities of the legal tech landscape with strategic foresight and collaborative efforts,firms can unlock the full potential of technology to enhance their competitiveness and client se

142、rvice delivery in an increasingly digital world.21How do we shift and successfully implement and adopt legal tech?Changing peoples mindset,behavior,and habits is a challenging endeavor.Particularly when people take pride in their hard works recognition and results,they may resist altering their esta

143、blished ways of working,adhering to the notion of not fixing what isnt broken.Carol S.Dweck,in her book“Mindset:The New Psychology of Success,”describes this resistance as a fixed mindset,contrasting it with the growth mindset crucial for success in todays rapidly changing world.Theres a necessity f

144、or professionals and companies to innovate,disrupt,and evolve to keep pace with the relentless speed of change.In“The End of Competitive Advantage,”Rita Gunther emphasizes the necessity for professionals and companies to innovate,disrupt,and evolve to keep pace with the relentless speed of change.Th

145、is urgency is encapsulated in the acronym BANI(Brittle,Anxious,Nonlinear,Incomprehensible),widely used to describe the contemporary business landscape.Concerns about job security often accompany thoughts of change,further entrenching the fixed mindset.Yet,in todays world of GenAI(Generative Artifici

146、al Intelligence),characterized by continuous technological advancements,embracing change is imperative.New technologies,new ways of working,and new tools are emerging every day,especially in the legal environment,which had not been deeply disrupted before the advent of GenAI.This sentiment is reinfo

147、rced by a Morgan Lewis survey pointing out that the legal profession is the second most exposed to AI automation.Given this context,how do we foster a culture of continual evolution and adoption of new technologies and methodologies to improve performance?While it may seem obvious that constant chan

148、ge is a mandatory part of the game today,how do we make it happen and overcome the challenge of peoples fixed mindsets?Vice President Global Legal Operations,Procurement and Innovation-PearsonMarcelo De Almeida Horacio22In addition,preparing the groundwork for tool implementation,particularly for AI

149、-driven solutions reliant on predefined databases of clauses or templates,is crucial.Engaging key users to understand their expectations and needs,and ensuring user-friendliness and integration with existing tools,like the Microsoft Suite,also facilitate adoption.In my experience,following these rec

150、ommendations significantly increases the likelihood of successful legal tech implementation.However,I wish you luck,and feel free to reach out if you need assistance.Effective change management and communication are vital.Clear delineation of roles and responsibilities for all stakeholders,sponsors(

151、senior leadership),managers(middle management),and executors(end users),is essential for the successful implementation and adoption of legal tech.Leadership engagement,proactive communication addressing key questions(such as“why are we changing?”;“who needs to work differently?”;“how much do our res

152、ults depend on adoption and usage?”;“what are we going to do to support adoption and usage?”;“how does increasing adoption and usage improve our results?”)and alignment with business and legal department strategies are pivotal.Preparing the groundwork for tool implementation,particularly for AI-driven solutions reliant on predefined databases of clauses or templates,is crucial.23 DunyaUnlock the knowledge of all the lawyers in your organisationGet in touch:dunyahenchman.iowww.henchman.io



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