法律技术：建设数字化法律部门

Creating the DigitallyEnabled Legal Department 5 key steps to achieve digital readiness Why legal teamsmust embrace digitalreadiness 1.9x Teams with higher levels of digitalreadiness arenearly twice as likelyto succeed with technology. As the economic environment grows more uncertain, pressure on general counsel(GC) to modernize has never been more acute. Traditionally, technology initiatives targeting productivity and efficiency start byidentifying and selecting a system based on desired capabilities. But this selection-based approach often fails to anticipate obstacles around implementation anduse, leaving most legal departments under-equipped for launch. The result? Costlypauses, repeat work, missed deadlines, poor adoption rates and budget increases. 23% A maturing legal technology market and recent advances in AI are surfacing newopportunities for improved productivity, better decision making and higher qualitylegal services. But success relies on starting in the right place. Less than a quarterof legaldepartments are digitally ready. This research covers ways to build and scale digital readiness in your legaldepartment, with specific action steps for GC on how to foster the right behaviorsand accelerate success. Source: Gartner Most GC start in the wrong place Most GC start their digital enablement journeys with technology selection.This often presents problems because people, processes and data aren’t ready. Scale Expand techsustainably tosupport growthand evolvingbusiness needs. Adoption Drive adoptionby making techeasy to use andhard to avoid. Implementation Configure andintegrate techinto existing legaland enterpriseinfrastructure. Selection Pick the righttech for legal andbusiness needs. Meet prerequisitesfor tech enablementacross people, processand data gaps. Processes aren’t ready. Data isn’t ready. People aren’t ready. Only 46%of legal employees feltready to use the system in theirworkflow as expected. Only 42%of legal employees feelprocesses were optimized for tech. Only 39%of legal employees feel legalhad the necessary data to realize theirlatest technology system’s full value. GC’s tech investments often underperform When GC start with selection — skipping all people, process and data readiness — their tech investments underperform. Selection Adoption Scale Implementation Low tech adoption remains aproblem in legal departments. Most lawyers don’t supportexpanding tech use. Most lawyers don’t believethe department has chosenthe right technologies. Most system implementationstake longer and cost more thanoriginally planned. Only49% lawyers fully adopt legaltechnology.Only abouttwo out of four Only22.6% of system implementationsmeet or exceed originaldelivery timeline. of lawyers agree or stronglyagree that they wouldadvocate for digitizing moreworkflows or additionalelements of workflows. of lawyers believe they’vechosen the right tech tosupport workflows. Only36% are completed within originallyagreed-upon budget. Goal: Digital enablement Improve legal service delivery with effectiveinteroperability and use of people, process, data and tech. 5 phases of digital enablement journey GC must start withdigital readiness Scale Expand techsustainably tosupport growthand evolvingbusiness needs. Adoption Drive adoptionby making techeasy to use andhard to avoid. Implementation Configure andintegrate techinto existing legaland enterpriseinfrastructure. Selection Pick the righttech for legal andbusiness needs. Meet prerequisitesfor tech enablementacross people, processand data gaps. AccessibleHigh-qualityRoutinely improved and maintained Know how to use the systemKnow their role in implementationHave necessary resources and support People GC miss 3high-impactreadinessopportunities Only6% of GCaddressemployee concernsaboutdata use, system use and workflow changes. Only11% of GCseek employee input on potentialobstacles to implementation,assign responsibilityfor resolving data access issues and set realisticsystem expectations. 3Only16% of GCestablishclear responsibilitiesfor data collection, source mapping, qualityimprovement and process documentation practices. Impact and prevalence of methods of drivingdigital readiness To improve digital readiness, GC shouldadapt their approach to digital initiatives andemphasize these methods. In some cases, thismay mean shifting excess capacity away fromtable stakes activities. In others, it may entailadapting table stakes activities to incorporateemployee concerns, anticipated obstacles toimplementation and clear data managementresponsibilities. Digital readiness Meet prerequisites for tech enablement across people, process and data gaps. What GC should do instead What GC do wrong Current state ofdigital readiness Invest in digital readinessto achieve more effectivetech outcomes. Most GC underinvest in digital readiness. •People:Only 46% of legal employees felt readyto begin using tech in the