By Legal Futures Associate Osprey Approach [1]
For many law firms, investing in new technology is a significant undertaking, but choosing the right software is only part of the challenge. Without clear objectives, effective planning and staff engagement, even the most feature-rich systems can fail to deliver the expected benefits.
In episode 27 of Osprey Approach’s Empowering Law Firm Leaders podcast [2], David Langdon, legal technology consultant, speaker and author of Beyond the Features, spoke to Amy Bruce, marketing director at Osprey Approach, to explain what makes technology projects succeed. From defining business needs and selecting the right supplier to managing change and planning for adoption, David shares practical advice to help firms implement legal technology that makes work easier and delivers lasting value.
Start with the right questions
Before approaching suppliers, firms should speak to people across the business to understand existing processes, frustrations and priorities.
“Talk to subject matter experts in all corners of the building,” David advises.
A problem experienced by one department does not necessarily justify replacing an entire system. Firms must look at the bigger picture and understand how changes could affect different teams.
“You can’t just interview the person in accounts who says the bank rec doesn’t work very well… That’s not a reason to change your entire finance system.”
Understanding what already works is equally important. “Sometimes finding out what’s working well is as important as trying to address pain points.”
This assessment helps firms distinguish genuine business needs from preferences that may not warrant significant investment, while providing a clearer basis for prioritising requirements and measuring success.
Look beyond the feature list
Technology selection can quickly become an exercise in comparing spreadsheets, with firms evaluating hundreds of requirements against competing platforms. However, David warns that this approach can obscure what matters most.
“I’ve received spreadsheets… 600-700 rows long… with no real context around what it is that it’s actually achieving.”
Rather than concentrating on whether a system can deliver every requested function, firms should consider how it fits into their wider technology environment, including integration, security, the supplier’s development roadmap and ongoing support.
“How does the solution you’re looking at fit within your existing tech stack? How does it integrate with other solutions?”
Usability is equally important. A system might offer extensive functionality, but if it introduces unnecessary steps into everyday tasks, it could make work more complicated rather than more efficient.
David recommends separating essential requirements from features that would be useful in the future and those that are not necessary.
“The best solution isn’t the one with all the bells and whistles, it’s the one that quietly helps your firm get things done.”
Make implementation a business project
Once a solution has been selected, firms need to ensure implementation reflects how people work. That means involving the teams responsible for processes from beginning to end, rather than relying exclusively on technical specialists.
“If you’re talking about the billing process, there’s no point just talking to the people in finance… You need to talk to the lawyers and the secretaries who are actually doing the time card editing and processing the proformas.”
David also advises firms to resist over-customising new systems to replicate every feature or quirk of their previous software.
“Keep it as close to the stock as you can.”
Being selective about what needs to be carried forward can help avoid unnecessary complexity and cost, while creating opportunities to improve established processes.
Vendor selection also requires looking beyond product demonstrations. Firms should ask suppliers to address real-life scenarios and explain how they will support adoption, integration and ongoing development.
“You need to have a direct conversation with the vendor.”
The relationship should extend beyond signing the contract. “Do they support you once you’ve gone live, or do they just wash their hands once you’ve signed the agreement?”
Plan for adoption, not just go-live
Even a well-selected system can struggle to deliver value if people are not supported through the transition. David believes firms must plan for change from the outset, keeping staff informed about what is changing, why it is happening, and how it will affect their work.
“Most firms… don’t really see beyond the go-live,” he cautions.
Regular updates, opportunities to raise concerns and training tailored to different roles can help reduce uncertainty. Firms should also identify trusted colleagues who can champion the project and encourage adoption.
A change champion “helps embed the thought process that’s gone behind why you’re changing… and helps disseminate that information.”
These individuals do not need to be senior leaders or technology experts. Their value lies in their credibility among colleagues and their ability to explain new ways of working.
David recommends planning training in stages, supported by question-and-answer sessions, practical guidance and visible assistance during the initial months. Data migration should also form part of the wider implementation plan, rather than being treated as an isolated technical task.
Keep improving after launch
For David, implementation does not end when a system goes live. Firms need ways to gather feedback, resolve problems and help staff make better use of the technology over time.
“Make sure that there is an adoption plan… [and] continuous improvement,” he says.
Regular conversations with users, ongoing training and scheduled supplier reviews can reveal where processes need refining and help firms identify further opportunities to improve.
Ultimately, successful legal tech implementation depends on aligning technology with the needs of the business and the people who use it. By defining objectives, involving the right stakeholders and planning for adoption beyond go-live, firms can move away from feature-led purchasing towards technology that delivers lasting value.
As David’s advice shows, the real measure of success is not how much a system can do, but how effectively it helps a law firm work.
Watch the full interview with David Langdon [3] to discover more advice and guidance on successfully implementing legal tech, as well as David’s exclusive advice on building the right stakeholder group and effective data migration.