Change Management when Implementing Legal Tech

The big Law Practice Management companies are getting this backwards.

I’m watching a joint CLE right now presented by three of the big LPM vendors.

I guess I shouldn’t be surprised by their “technology-first” approach, but the method they’re suggesting for researching, evaluating, selecting, and implementing new software is — shall we say — suboptimal. 👎

They’re falling into the classic top-down, hierarchical model of practice leadership. “The Boss” decides what software to buy, then pushes it down to the team — complete with a “change management” plan to get team members to buy in after the fact.

I used to work in change management. And let me tell you, it’s a bear; especially in big organizations where it’s not practical to involve every user in upstream decision-making. The CLE presenters are following that exact playbook. And from experience, I can tell you: even when you get it “right,” it rarely works well. Because the people expected to use the tool weren’t part of shaping it, it takes a heavy lift to get their buy-in.

But small firms have a huge advantage. You don’t have to follow that top-down, after-the-fact approach. You have the optimal size and flexibility to do what works far better: Engage and involve your team with the change before you make it.

Start by listening — not just to complaints, but to everyday frictions. Where are the bottlenecks? The double entry? The confusing handoffs or inconsistent client communications? The long delays? And don’t stop at pain points — work with your team to understand opportunities: What would make their work easier? What would improve the client experience?

Co-create your success criteria: What does “better” look like? Faster turnaround? Fewer errors? Less rework? Happier clients? Less stress?

Then test.

🔹 Adjust a process.
🔹 Update a policy.
🔹 Try a new checklist.
🔹 Improve a template.
🔹 Change your internal language.

See what improves.

Iterate.

Only after you’ve built some working solutions should you look at embedding them in your tech tools. And even then, it doesn’t have to be an all-in-one LPM platform. Often, a mix of simpler tools that match your team’s actual needs will outperform a monolith you have to bend to fit.

When your team is part of the process from the beginning — identifying problems, defining success, and testing solutions — you don’t have to “manage” the change. They own it.

And that ownership is what makes change stick.