法律运营指南：如何赢得对法律AI的支持

Table of Contents Introduction: Buy-In Is the Real Work of Legal AI Make the Business Case (oCFO) The Challenge: Turning Curiosity into ConfidenceChampioning: Speak Finance’s LanguageThe ROI Framework: Prove Value Early Navigate Security and Scale (oCIO) The Challenge: Addressing the AI ParadoxChampioning: Position AI as a Security Ally, Not a RiskThe Governance Framework: Ensure Security and Scalability Prepare the Workforce (oCHRO) The Challenge: Elevating the Workforce While Scaling Efficiency Championing: Make HR The Voice of Trust and Transformation The Workforce Readiness Framework: Align People, Policy, and Performance Clear the Process Gates (Procurement) The Challenge: Moving at the Speed of Compliance Championing: Speak the Language of RiskThe Procurement Readiness Framework: Streamline Approvals and Build TrustBuy-In Requirements: Clear the Gates Without Losing Momentum Conclusion Introduction:Buy-in is the real work of legal AI. This guide will help you engage four critical stakeholders that shape thesuccess of legal AI initiatives: The CFO,who validates the business caseand return on investment The CIO,who ensures security, scalability,and enterprise readiness The CHRO,who prepares the workforce for newways of working When it comes to legal AI, the question used to be: Can we trustit? Now, the question is: How do we scale it responsibly? The truth is, many initiatives stall. And it’s not because thetechnology fails. It’s because organizational alignment does. The CPO,who governs process, risk, and compliance For legal operations leaders, winning buy-in from across the business is thebiggest challenge of legal transformation. Introducing AI requires navigating acomplex enterprise environment where every stakeholder evaluates successdifferently. Finance wants a measurable return. IT demands security andarchitectural fit. HR prioritizes workforce readiness and trust. Procurementensures governance, compliance, and process integrity. This guide will help you engage four critical stakeholders that shape thesuccess of legal AI initiatives: Each chapter is written for that audience, using practical examples andclear guidance to help legal operations leaders win sustainable adoptionand long-term impact. These perspectives are often treated as obstacles to overcome rather thanpartners to engage. This guide takes a different approach. It reframes buy-in asa deliberate, cross-functional journey where legal operations leaders speak thelanguage of each function and align AI initiatives to shared business goals. Part 1: Make the business case (oCFO). By Greg Bennett, Director of Legal Operations, Workday The Office of the CFO (oCFO) is the firstgatekeeper for legal AI, which is why financeleaders are often the toughest—and mostimportant—audience for legal AI initiatives. Legal operations teams know that legal AI, especially in areas like contractintelligence or contract lifecycle management, can deliver rapid andmeaningful business impact. But to win the CFO’s buy-in, they need to speakthe language of the balance sheet, showing ROI that is aligned to how financeteams measure success. The business case must be grounded in outcomes, clearly showing how the AIreduces risk, increases efficiency, and improves budget predictability. The challenge: Turning curiosityinto confidence. Most CFOs today support AI in principle but hesitate in practice, and many stillquestion whether those tools truly reduce costs or deliver on their promise ofautomation. That skepticism is healthy. Finance leaders have seen too many AI pilotsthat never scale. But once ROI is proven, they can become the strongestchampion. To get there, legal operations must show that the outcomes oflegal AI adoption—time and cost savings, efficiency gains, and processtransformation—align with priorities around accountability and measurableresults. Proven outcomes, not speculative benefits, will win the CFO’s confidence. Championing:Speak finance’s language. Once finance leaders show interest, meet them on their own ground.Introduce new technology during budget planning cycles, backed by pilotresults that show immediate payback. For example, Workday ContractIntelligence, powered by Evisort AI often proves ROI within weeks bypreventing missed renewals. CFOs are not moved by marketing jargon about features; they respondto measurable financial outcomes. To build advocacy, frame the storyin their terms. And finally, provide predictability and accountability. Commit to quarterlyreporting on time saved, dollars recaptured, and compliance improvements.These checkpoints reassure finance leaders that the investment will staymeasurable and controlled. Translate efficiency into dollars.Don’t say “AI reduces review time.” Say “AI returns400 hours per quarter.” Link to enterprise priorities.Show how AI ties directly to revenue enablement andcost avoidance through shorter sales cycles, acceleratedrenewals, or reduced spend. Offer