This post discusses strategies for ensuring people are getting the information they need when adopting new legal technology. The key points discussed in the article include the importance of leadership buy-in, training, communication, and understanding the culture and practice of law. Here’s what we’ll cover in this post:
- Leadership buy-in is essential for successful adoption of new legal technology
- Training and “train the trainer” approach is important for creating ownership and understanding of the technology
- Communication is crucial in reinforcing changes and acknowledging different stakeholders and workflows
- Understanding the culture and practice of law is important in addressing any potential aversion to change.
Adopting new legal technology can be a difficult process, but with the right strategies in place, it’s possible to ensure that people are getting the information they need. One of the key challenges in adoption is getting buy-in and uptake within firms, and that’s where change management strategies come in.
According to Tiffany Pereira, Director of Customer Success at MintueBox, “change is hard. We all know that. However, having a change process is really crucial at determining an overall change management strategy. When we look at it, it’s regardless of the scope and magnitude of a legal department’s change initiative, and to successfully manage that, it begins with people.”
One of the best practices for managing change in a legal department is to start from the top. Leadership buy-in is essential, as leaders need to understand the need for change and be committed to making it happen. As Tiffany states, “The leadership buy-in is essential. Leaders need to understand the need for change, be committed to making it happen, and then be united in all fronts.”
Another important aspect of change management is training. This includes the “train the trainer” approach, where ownership is created at every layer of the organization. This means that leaders, as well as those who are closer to the changes and working in the weeds of the product, are given opportunities and responsibilities for making the change happen. This is important because they are the ones who will be using the technology every day and can translate the vision for the change and impart that to others.
Watch the full interview, Strategies to make sure people are getting the information they need when adopting new legal technology here
Communication is also crucial in change management. As Tiffany highlights, “There’s communication really early on. I know, Karen (Tuschak) you mentioned this in some of your initial discussions at IPMA as well. Reinforcing the changes being made with continual messaging has to tie back to why this transformation is necessary and acknowledging the different stakeholders, the different workflows, and the different offices.”
It’s also important to understand the culture and practice of law, as well as any potential aversion to change. As Tiffany says, “Not every office works the same. You need to as well, the culture and the practice of law, if anyone’s inadvertently averse to change. And being able to say that, ‘Hey, this isn’t gonna come easy, but what can we do to really impact our users and help successfully drive that organizational to change?’”
Overall, change can be hard, but by focusing on leadership buy-in, training, and communication, it’s possible to successfully drive organizational change and ensure that people are getting the information they need when adopting new legal technology.