When it comes to introducing new software, we may be conditioned to see the glass as half-empty: According to a study reported by CIO magazine, 75 percent of business and IT executives said their projects were often “doomed right from the start.”
It doesn’t have to be this way.
And, frankly, given what is at stake in the arena of LegalTech – from regulatory deadlines to litigation discovery to contract terms – it cannot be this way.
To ensure success in your next LegalTech project, four critical factors must be taken into account. According to the Harvard Business Review, these factors “determine the outcome of any transformation initiative.” They are:
Duration
This does not refer to the time required to launch; instead, it refers to the time between progress reviews. Indeed, long projects that are reviewed often are more likely to succeed than short projects that are not.
What this means for your LegalTech: Resist the urge to rush the rollout and call it done. Harvard recommends reviewing projects at least twice a month in the formative stages.
Structure these reviews around key milestones. For instance, with modern matter management, this could be initial installation within the Legal Department; the first production of quarterly reports; the deployment of legal intake and triage. At each milestone, review the execution, discuss what went right (and what didn’t), and brainstorm risks and solutions.
This approach helps you quickly address any issues that surface, and it instills confidence in the Legal Department by demonstrating clear purpose and a consistent pattern of achievement.
Integrity
Can you rely on your team to complete the project successfully? Is this group capable but also trustworthy in the eyes of the end users?
What this means for your LegalTech: Your project team should be carefully composed to have the ability to get the job done and the respect of the organization. Recruit a high-profile leader to serve as an executive sponsor; for credibility, also include a well-known skeptic or two. The team should reflect the people who will use the software; include colleagues from various levels, ages, locations and tech-savviness.
Commitment
Successful change management can hinge on the endorsements of two constituencies: influential leaders and the people most affected.
What this means for your LegalTech: Again, recruit a high-profile leader (or several) to publicly champion the project. The general counsel or chief legal officer should voice enthusiasm early and often.
Meanwhile, do not neglect your grassroots support. Communicate directly and consistently with the people who will use the LegalTech. How will it change their workdays? How will it change their workload? Provide examples and previews, and offer ongoing dialogue. Publicly share and celebrate your project milestones, so the team at large can see consistent progress and understand what will happen next.
Effort
Just because there’s an exciting LegalTech initiative afoot does not mean the day-to-day responsibilities go away. Successful change management requires that you be realistic about any extra burdens placed on the team leading the implementation, as well as the time required of all team members for training, learning and troubleshooting.
Ideally, Harvard notes, no one’s workload should increase by more than 10 percent.
What this means for your LegalTech: Be thoughtful about your timing and your time demands. Most of the Legal Department’s work is deadline-driven and necessary. Avoid periods of heavy activity or major deadlines (quarterly reports, regulatory filings, etc.).
Also, recall that a long project with frequent check-ins and clear milestones is apt to be more successful than a short, rapid-fire “get it done” approach. While the latter may satisfy the need to cross off the project on your to-do list, it is more likely to be prone to mistakes, foster mistrust, and ultimately, to result in the legal technology being used haphazardly or not at all.
This is where a project management system like Agile can ease stress. Legal Departments using Agile are at a significant advantage: They have visibility into the workload of the team, and they are accustomed to breaking up large initiatives into small, discrete tasks. They also benefit from frequent “standup” meetings where they can share progress or ask for help.
Agile or not, any Legal Department considering a new technology initiative would be well-served to consider the four elements of change management – Duration, Integrity, Commitment and Effort, or “DICE” – and to proactively plan for success.
About the Author
Jodie Baker, CEO, Xakia Technologies
Jodie Baker is an innovator, entrepreneur and business builder, and one of Australia’s leading advocates of LegalTech. Jodie is the Founder and CEO of Xakia Technologies, Founding Member, former President and current Director of the Australian Legal Technology Association, sits on the Victorian Chapter Board for the Australian College of Law and was previously co-chair of the Advisory Board to the Centre for Legal Innovation. Jodie has a background as an in-house lawyer and financial analyst and was the architect, founder and MD of Hive Legal. In her spare time, she occasionally sleeps.