People, Process, Then Platform: A Smarter Approach to Legal Tech

For more than two decades, law firms have been pressured to enhance efficiency, improve client service and increase profitability. Legal technology presents a promising route forward when adopted with a strategic approach. However, many firms struggle to achieve the full return on investment (ROI) from these tools, often because implementation overemphasizes technology and underemphasizes the people and processes that support it.

The authors — a chief marketing and business development officer at a law firm and the head of client solutions at a legal tech company — have collectively led, rescued and sometimes even killed software projects over their time in the industry. They have seen firsthand that the difference between success and failure isn’t usually the product; it’s the plan.

Of the three pillars — people, process and technology — technology comes last. Without clear answers to who will use the system, how it will fit into current workflows and who will support, train and maintain it after launch, even the most promising tools will likely fall short. Will the same person who trains the team at kickoff also be responsible for training new hires? Does the firm have the capacity — real, protected time — to run a successful implementation alongside day-to-day demands? Projects like customer relationship management (CRM) and experience management require significant investments in dollars, time and coordination. Without a clear plan to protect that time, timelines slip, frustration grows and momentum fades — on both the law firm’s and vendor’s sides.

To set yourself, your team and your firm up for success, consider the following before shopping for software.

Setting Clear Objectives: Identify the Why

The foundation for a successful tech project starts with selecting the right solution — and this decision must be strategic. Begin with a clear understanding of your firm's goals and pain points and look for tools that support those objectives. Prioritize solutions that integrate seamlessly (or at least effectively) with existing systems, meet security and compliance standards and offer a user experience that that has a greater likelihood of being accepted by your attorneys and staff.

Equally important as the technology itself is the involvement of those who choose it. Include a cross-functional team of stakeholders — attorneys, assistants, IT specialists, marketing, operations — who understand the workflows that the tool is designed to support. When these stakeholders are engaged early, they can identify potential issues and provide valuable insights while also becoming invested in the outcome. Many firms achieve success by identifying a small group of “power users” or internal champions during the selection phase — individuals who can advocate for the new system, foster buy-in and facilitate smoother adoption.

Skipping this step or treating it as a check-the-box formality often leads to selecting tools that don’t meet the firm’s needs or face resistance when rolled out. Getting the right people in the room early pays dividends later.

Setting clear objectives means understanding not only what a tool does, but also what you’re “hiring” it to do. The “Jobs to Be Done” (JTBD) framework is a powerful method to reframe the search for software by focusing on real-world needs and desired outcomes, rather than just a laundry list of features.

• Identify the Jobs: What are the key pain points or inefficiencies you need to solve? What are the questions you seek to answer?
• Categorize: Which are strategic; which are operational?
• Prioritize: Which must be addressed now, and which can wait?

Once these are clear, measuring return on investment (ROI) becomes easier — because you’ve defined what success looks like from the start.

Vendor Engagement and Evaluation

The software acquisition process can be long and tedious, and it’s even more so when firms chase the latest trends. JTBD helps you shift the focus from product features to tangible business outcomes, ensuring decision-makers choose a solution that truly meets their needs. Instead of comparing lengthy feature lists, evaluate software based on how well it solves your pain points and supports your strategic goals. This approach simplifies vendor selection by clarifying the criteria that matter most — whether it’s improving efficiency, enhancing client relationships or driving revenue. It also reduces the risk of buyer’s remorse, as stakeholders can confidently invest in a solution that aligns with their firm's workflow and long-term success.

Prior to finalizing your selection, incorporate these best practices into your evaluation:

• Ask for a pilot or proof of concept. Demos are scripted and rehearsed journeys through a technology product. While it is helpful to see these smooth journeys, nothing beats having stakeholders dive into the system themselves to test real-world scenarios. Once again, it is important to ensure that these stakeholders are prepared to truly test the technology during these periods, which (for good reason) are often short in duration.
• Ask to see everything. If you ask about a feature or function, and the provider says the system has or supports it, ask to see it demonstrated. You might assume that it works differently than it does in reality.
• Be candid with your technology partners. The more they understand your situation, the better they can advise you. Both sides will be frustrated if you are unclear or withhold information about budget, resources, processes and expectations. The legal marketing community is full of incredibly knowledgeable, helpful technology partners. These relationships will add much more value when both parties are on the same side of the table.

Running a Successful Implementation

Even the best technology can fail if implementation is poorly executed. The implementation plan should be structured, documented and communicated, and it should be led by someone with authority to manage the project. This doesn't need to be a certified project manager, but someone empowered to take ownership and supported by an internal team.

Many successful vendors employ Agile development methods — building and delivering software iteratively in response to client feedback. This is also an excellent approach for the build and deploy phases of technology projects. Instead of striving for perfection at launch, Agile development focuses on smaller releases, rapid feedback loops and continuous improvement. Having visibility into features and functions as they are built, rather than when everything is complete, provides both parties an opportunity to course correct early.

Imagine you are renovating a bathroom, and you have chosen flooring based on a single tile. In isolation, as a single tile, you love it — but when laid in the entire space, you hate it. Using the Agile methodology, you would have seen the tile as it was being laid and had a chance to confirm you loved it before the contractor moved on to the next part of the project. Using traditional “waterfall” development, you would discover that you hated the tile only when the entire project was complete. It is much more costly to change a foundational element at that stage. What should be an exciting time, shifting from development to rollout, is instead fraught with debate, disappointment and difficult decisions.

Just as during the selection process, implementation must involve key stakeholders. Too often, software fails because a key constituency was left out of the room. Their input ensures the chosen software meets practical needs and increases buy-in across the firm.

As such, continuing to keep an Agile mindset in rollout is also beneficial. Running pilot programs or requesting demonstrations can provide valuable insights into a system's performance in real-world scenarios. For example, phased rollouts typically yield better outcomes than all-at-once launches, giving teams time to troubleshoot and adapt in response to user feedback.

Training is another critical factor in successful adoption. Firms that provide ongoing training and support often see higher engagement and better long-term results. This includes initial onboarding and continuous education to help teams maximize the tool's capabilities. Post-launch support planning is part of implementation — not an afterthought.

Additionally, firms should establish a feedback loop, regularly encouraging employees to report issues and suggest improvements. This long-term iterative process ensures the technology remains aligned with evolving business needs.

Conclusion

Successful technology projects don’t start with a purchase; they start with a plan. Firms that establish clear objectives, prioritize people and processes, involve the right stakeholders and remain flexible during implementation are more likely to achieve significant ROI. Technology alone will not transform your company; however, with a structured and strategic approach, it can facilitate the transformation you’ve already outlined.