This is an abbreviated version of an article that originally appeared on our blog called How Legal Teams Determine What They Can (and Can’t) Automate. You can click here to read the full article.
Develop a plan of action
Most new technologies take time to become fully embedded into your organization. Perhaps you are an in-house lawyer looking to streamline a process with workflow automation to save your team time, or your firm is looking to offer new services to clients. Whatever the reason for adopting new technology, it is essential to create an implementation plan that fits with your broader organization’s goals.
Having a coherent plan for the year(s) ahead helps to create alignment and ensure, as an organization, that you have clear metrics to work toward. These can include:
- Creating and using success stories to showcase your team’s innovative approach to servicing internal or external clients
- Identifying efficiency savings to ensure you satisfy your internal clients or remain competitive with other firms
- Measuring employee or client satisfaction levels
These metrics won’t be measurable initially, so use the early stages of adoption to test the technology with new projects that address business challenges. This approach can reap significant rewards. Ultimately, obtaining these metrics will provide confidence that as adoption increases, the process has been successful. This will help to build a business case for further adoption and investment opportunities.
Identify a product owner or manager to drive engagement and buy-in
Digital transformation will impact all facets of your business — across levels of seniority, different departments, and activities. Identifying key stakeholders and gaining their buy-in and support is critical in the adoption stage. Their buy-in and engagement are essential to help drive and maintain momentum throughout the process.
It’s important to identify a product owner to administer and steer the implementation of the technology. Backed by senior leaders, they will prove invaluable during the earlier stages of adoption. This person or team will be responsible for several products and can oversee their application in line with the broader transformation strategy. Typically, they will coordinate and manage the process, ensure it is aligned with other transformation projects in the organization, help overcome resistance, troubleshoot integration issues, and record milestones.
Have your product owner work with these key stakeholders
Product owners are also well-positioned to identify and win support from key stakeholders. As intrapreneurs, these individuals or teams will be equally important to driving change in working practices and, in the process, winning hearts and minds in your organization. The key stakeholders your product owners will identify and work with fall into three primary categories:
- Sponsors – This group is comprised of decision-makers in your organization, including law firm partners, directors, general or legal counsels, and C-Suite members. Sponsors have the requisite authority to greenlight the use of the technology on new projects. They also own client relationships, so they are best equipped to ensure new projects ultimately address clients’ needs.
- Champions – These often come from a mixture of seniority levels ranging from paralegals and lawyers to partners in your practice groups. Champions are the first internal super users who know how to use the technology and understand how it will apply to new projects identified by Sponsors.
- Clients – For many client-facing self-service apps, like those built with BRYTER, your clients will be an invaluable resource to ensure that the updated or new Applications you provide are of value. Obtaining constructive feedback from your clients — internal or external — on how you deliver Applications powered by new technologies will ultimately help you perfect the process and build stickier relationships.