CULTIVATING INNOVATION IN LAW FIRMS: TRAINING, ADOPTION, AND CULTURE FOR FUTURE-READY PRACTICES
PEER GROUP DISCUSSION OF THE SUPERTECH WEST MIDLANDS LAWTECH FORUM
The legal profession is at a pivotal moment, where tradition meets transformation. Emerging technologies, shifting client demands, and complex legal landscapes are reshaping how law firms and in-house legal teams operate. While the promise of innovation is immense, the journey to achieving it is not without its challenges.
Empowering legal teams to embrace LawTech solutions and foster a culture of forward-thinking practices requires more than just implementing tools - it demands a strategic focus on people, leadership, and detailed consideration of the risks of standing still. In this article, we capture the peer insights shared by the West Midlands’ LawTech Forum industry leaders, collectively exploring how legal teams can drive innovation by prioritising human-centric strategies, defining clear roles for leaders and staff, and potential ramifications when it comes to addressing AI and other transformative technologies.
This is a summary of thoughts from the Forum discussion to guide those cultivating a future-ready legal practice, where innovation is not just an aspiration but a defining characteristic.
“Training for Innovation in Law Firms: A Necessity, Not an Option”
In today’s rapidly evolving legal landscape, innovation isn’t just a buzzword—it’s a critical driver of competitive advantage. Yet, training on innovation within law firms - particularly in the context of technology adoption - is a relatively new and challenging frontier. Addressing the question, “Why train on innovation in law firms?” reveals not only the necessity of such initiatives but also the strategic and cultural shifts required to make them successful.
Why Training on Innovation Matters
• Responding to Client Expectations: Clients are increasingly asking law firms how they leverage technology to deliver superior value. From generative AI to legal tech solutions, firms must demonstrate competence and foresight. A partner who cannot answer a client’s questions about AI risks undermining their firm’s credibility. Training ensures lawyers are prepared to discuss and implement technology in ways that enhance client relationships.
• Avoiding the Risks of Complacency: Without structured training, law firm employees may turn to public, unregulated AI platforms, jeopardising data security, client confidentiality, accuracy, and compliance. Proactive, department-relevant training mitigates these risks by providing a safe, controlled framework for using innovative tools.
• Driving ROI from Technology Investments: Investing in technology without proper training (and education as to its overall firm benefits) leads to underutilisation. Law firms are staffed by humans, not by robots, and so firms that both tailor training programs to their specific needs and make clear the benefits to their people are better positioned to achieve meaningful returns on their innovation investments.
How to Train People on Innovation
Training for innovation is far from a one-size-fits-all approach. It requires a nuanced understanding of the firm’s diverse personas and their unique needs. Here’s a roadmap:
1. Align Training with Roles and Responsibilities:
· Junior Lawyers: Typically, more receptive to technology as digital natives, these individuals need hands-on, practical training. Use case-driven approaches that demonstrate how tech solutions simplify their workflows and improve client outcomes.
· Senior Lawyers and Partners: While typically but not exclusively less tech-savvy, these leaders set the tone for adoption. Training should focus on the business case—how technology drives profitability, efficiency – especially where support functions are concerned - and client satisfaction—to win their buy-in and commitment.
· Support Functions (HR, Compliance, BD): These teams play critical roles in not only embedding innovation but provide easy win areas for efficiency, showcasing productivity benefits allowing resources to be reallocated elsewhere more profitably. Training along with educating, must empower them to integrate technology into their respective areas seamlessly.
2. Customise Training by Practice Area: Different departments often exhibit varying levels of digital maturity. For example, property law teams may already use prop-tech solutions, while family law teams might lag. Tailored training ensures relevance and immediate applicability.
3. Utilise Peer-to-Peer Learning: Champions and super users embedded within teams can serve as accessible and relatable resources for their colleagues. Peer-to-peer learning not only boosts adoption but also fosters a culture of collaboration and continuous improvement.
4. Leverage Technology for Training Delivery: Where resources allow, deploy tools like firm-specific apps that provide self-help guides, user videos, and step-by-step instructions. Such resources make training accessible and adaptable to busy schedules. Otherwise, an expanded IT support or integration team who can focus on tailored training can provide more hands-on support to those that need it.
Shifting the Narrative: From optional experimentation to essential implementation
Many firms, in a bid to restrict the stresses of change, present new technology as optional, “we’d love you to use it” creating a culture of resistance or indifference. To maximize impact, the narrative must evolve:
• Mandate Usage with Clear Communication: Firmwide education on the strategic importance of the investment is crucial. Training must reinforce that the use of innovative tools is non-negotiable and essential to maintaining the firm’s competitive edge.
• Tie Technology to Professional Success: Demonstrate how technology enhances legal practice—whether by improving accuracy, saving time, or boosting client satisfaction—making it indispensable for career growth.
• Incorporate Policies and Governance: Establish firm-wide policies to standardize the use of technology. These policies should align with client demands, compliance requirements, and ethical considerations, reinforcing a unified approach.
Cultural Considerations: Embedding Innovation into Everyday Roles
A successful training and education program does more than teach skills; it shifts mindsets. By embedding innovation into the firm’s culture, training moves from being a task to becoming an integral part of professional development.
• Leadership’s Role: Partners and senior leaders must model innovation-friendly behaviours. Their engagement signals to junior staff that innovation is valued at all levels.
• Focus on Value Education: It’s the CTO and Innovation lead responsibility to ensure training explains the “why” behind innovation—how it benefits clients, employees, and the firm’s bottom line—rather than merely detailing the “how.”
• Promote a Shared Ownership Model: Instead of relegating innovation to specific teams, instil the principle that every employee is an “innovation owner” in their role. From procurement to policy setting, to risk management and beyond, each team, as innovation owners, will need to support the function of technology adoption at every level.
Addressing the Risks of Avoidance
The cost of ignoring innovation is steep. Firms risk falling behind competitors, losing clients, and facing operational inefficiencies. To counteract this:
• Build a Business Case for Training: Articulate the risks of inaction alongside the benefits of adoption. For example, highlight how AI tools can enhance processes, reduce errors, and cut inefficiency costs—creating a compelling argument for engagement. More and more firms are being asked by clients to detail how they are using AI tools and how, if at all, these benefits are being reflected in quality of service and value for money, shining a light on a new competitive era that only technology can service.
• Establish Metrics for Success: Define clear KPIs for training initiatives, such as adoption rates, efficiency gains, and client feedback. Regularly review these metrics to refine approaches.
• Create a Governance Framework: Create a clear assessment of regular pain points and monitor the impact, assign responsibility for overseeing innovation adoption, ensuring accountability at every stage.
Conclusion: Training as a Strategic Imperative
Training on innovation is no longer optional for law firms—it’s a strategic imperative. By prioritising people, legal teams can create an environment where innovation is not only accepted but actively pursued.
By aligning training with roles, tailoring it to departmental needs, and embedding it into the firm’s culture, law firms can harness the full potential of their innovation investments. In doing so, they position themselves not only to meet client demands but also to thrive in an increasingly tech-driven legal landscape.
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