Upgrading Technology in Law Firms: A concise guide to get started on the right track.

Most law firms approach technology upgrades reactively—when systems fail, suppliers withdraw support, or competitors pull ahead. But the firms that gain competitive advantage from technology take a different approach: they plan systematically, engage their people early, and focus on business outcomes rather than technical features.

Whether you're replacing practice or case management systems, moving to the cloud, or integrating AI applications, the principles remain the same: technology projects succeed or fail based on how well you manage the people and process challenges, not just the technical ones.

This guide outlines a proven approach to technology selection and implementation that delivers results.

THE FOUNDATION: PEOPLE BEFORE TECHNOLOGY

Success in any technology initiative depends as much on people as on the systems themselves. You can achieve results with adequate technology if your team is motivated and engaged. Conversely, even the best technology will fail if your team isn't on board.

From the outset

• Engage your lawyers and staff early—don't present them with a fait accompli
• Listen carefully to their frustrations and requirements Involve them meaningfully in decision-making
  
• Create a clear picture of the destination to sustain momentum through inevitable challenges

Technology projects involve dozens of small decisions and compromises. A clear vision of "why we're doing this" and "what success looks like" helps teams navigate setbacks and maintain direction.

KEY STEPS TO EVALUATE OPTIONS, SUPPLIERS & SOLUTIONS

1. Evaluate Current Systems & Usage

Before investing in replacement, assess whether current systems can be optimised or used more effectively. This often saves significant costs and minimises disruption.

Critical questions

• Are we using 60-70% of current system capabilities?
• Can better configuration of what we already have solve our problems?
• What works well that we must preserve?
• Where are the genuine gaps vs. configuration issues?

Focus initially on your most important and profitable practice areas - improve technology where it drives the most business value.

2. Identify Objectives & Priorities

No perfect one-size-fits-all solution exists. Every technology selection involves trade-offs.

Define priorities early

• What outcomes matter most? (efficiency, client experience, integration, reporting)
• Where can you compromise vs. where are requirements absolute?
• What differentiates suppliers in areas critical to your practice?

Engage staff in this prioritisation—their buy-in determines successful implementation. Document priorities clearly; they'll guide decisions when comparing supplier proposals and negotiating contracts.

3. Explore the Full Technology Spectrum

Consider how different components of your integrated technology environment work together:

• Core systems (PMS, CMS, DMS, CRM)
• Infrastructure (cloud, Microsoft 365, security)
• Intelligent automation and AI applications
• Business intelligence and reporting

Important: Don't let AI hype distract from core system fundamentals. If your practice or document management systems are inadequate, fix those first. However, do explore how AI can add value now in areas like legal research, document review, and client communication - keeping in mind that AI capabilities are rapidly maturing.

Discuss technology plans with key clients to understand what they value and expect. Technology that improves internal efficiency but degrades client experience delivers negative ROI.

4. Focus on What Truly Differentiates

During evaluation, identify what actually differentiates suppliers in areas critical to your practice. Use a lean selection process to quickly understand how systems work for you.

Remember: Technology constantly evolves. You're not just buying software; you're selecting a long-term partner who will collaborate with you to adapt and develop systems over time. Assess their capability and willingness to work with you, not just their current feature list.

5. Structure the Selection Process

A clear process saves time and improves decisions:

Initial engagement (Weeks 1-2)

• Form IT Steering Group with key stakeholders
• Document current state and requirements
• Request outline responses from 3-6 suppliers
• Review proposals and shortlist to 2-3

Demonstrations (Weeks 3-6)

• Conduct 2-hour / half-day demos focused on your priorities
• Include end-users in demonstrations
• Probe deeper on critical requirements in further demonstrations
• Gather structured feedback

Detailed evaluation (Weeks 7-12)

• Select preferred supplier
• Expand specifications collaboratively
• Conduct in-depth demos and reference site visits
• Begin contract and implementation discussions early

Decision and planning (Weeks 13-16)

• Finalise selection
• Negotiate contracts
• Develop detailed implementation plan
• Secure resources and commitment

6.  Compare Options Systematically

Create a structure for comparison from the outset, but don't over-complicate it. Focus on areas that matter for your practice. Engage with a preferred supplier early to refine specifications and implementation plans, moving beyond comparisons to actionable improvements.

Don't spend equal time with all suppliers. Invest progressively more time with your preferred partner to develop detailed implementation plans and strong working relationships.

• Questionnaire: Gather initial baseline information.
  
• Meetings/Interviews: Compile detailed information, identify issues, explore options.
  
• Steering Group:  Form a group to lead the project and engage key people.
  
• Briefings: Submit to suppliers for comparable responses.
  
• Initial Demonstrations: Conduct half-day demos and evaluate feedback.
  
• Extended Demos: With preferred supplier(s), refine plans and contracts.
  
• Modify your specification: If need be, based on all you have seen and learned.
  
• Invest Time with your preferred supplier to add more detail to your specification and plans for implementation.
  
• Confirm and Plan: Finalise selection and plan implementation.

HOW CONSULTANTS ADD VALUE

Decide early whether consultants can help you structure the project and make decisions with confidence. For firms without recent technology selection experience, consultants provide expertise - that's "our day job."

OUR FLEXIBLE SUPPORT OPTIONS

We work alongside your team, doing as much or as little as you need based on your internal resources and expertise:

Full support approach:

• Draft complete specifications and briefing documents
• Manage all supplier communications
• Lead demonstrations with prepared agendas
• Conduct detailed evaluations
• Negotiate contracts
• Develop implementation plans
• Provide project management

Targeted assistance approach:

• Provide templates for specifications
• Attend demonstrations to challenge and probe
• Review documents you've prepared
• Advise on specific technical decisions
• Periodic project review and guidance

Strategic oversight approach:

• Validate your approach and priorities
• Review supplier proposals
• Provide independent assessment at key decision points
• Challenge assumptions and identify risks

Engagement models:

• Fixed prices for defined stages
• Day rates for flexible ongoing support
• Hybrid approaches combining both

The level of support depends on your internal resources, technology experience, and time available. Some firms have strong IT teams who need validation and challenge; others need comprehensive support from initial assessment through to go-live.

OTHER CRITICAL CONSIDERATIONS

Cloud vs. On-Premise

Evaluate Microsoft 365 capabilities and cloud hosting options. For most firms under 100 people, cloud delivers better security, reliability, and cost-effectiveness than on-premise infrastructure.

Implementation Challenges:

Anticipate and plan for:

• Maintaining operations during transition
• Keeping momentum over 6-18 month implementations and longer
• Achieving integration with other applications
• Managing data migration quality
• Training diverse user groups effectively

Opportunities

Embrace opportunities to:

• Move toward paperless operations
• Redesign workflows for efficiency
• Implement better business intelligence
• Improve client communication

IT Steering Group

Form a dedicated group to:

• Finalise project objectives and plans
• Engage "Champions" across the practice
• Oversee selection and implementation
• Communicate progress firm-wide
• Troubleshoot issues and obtain acceptance
• Monitor and develop systems continuously (well beyond go-live)

This group maintains momentum and ensures technology delivers lasting business value.

GETTING STARTED

If you're considering technology upgrades, start with a confidential discussion about your situation, priorities, and timeline. We can provide:

• Initial assessment of your options
• Guidance on approach and process
• Recommendations on engagement model
• Fixed-price proposal for specific stages

For more information and to discuss your needs confidentially and without obligation, contact us today.

YOUR NEXT STEP: Schedule a Free Consultation here  with Allan Carton.

Email: acarton@cartonconsultants.com

Phone: 07779 653105

Web: www.cartonconsultants.com