How to implement legal tech successfully in your law firm
Marketing director at Osprey Approach Amy Bruce and legal technology expert David Langdon discuss how law firms can best implement and invest in technology with meaningful returns
In episode 27 of the Empowering Law Firm Leaders podcast, Amy Bruce is joined by David Langdon, legal tech consultant, speaker and author of Beyond the Features. Drawing on nearly 30 years of experience in the legal sector, Langdon shares what separates successful technology projects from those that stall, overrun or fail to deliver value.
Rather than focusing purely on software features, the conversation explores how law firms can approach legal tech implementation as a business-wide change programme. From planning and vendor selection to managing change and data migration, this latest episode offers practical advice for firms looking to modernise without unnecessary stress.
The foundations of successful tech implementation
According to Langdon, most technology projects succeed or fail before software is even selected: “(You need) preparation and an understanding of what’s needed before you begin.” Too often, firms rush to buy new systems without clearly defining the outcomes they want or the problems they are trying to solve.
Ownership is equally as important, Langdon adds: “It really needs to be a business project.” Treating implementation as an IT exercise risks designing systems that look good on paper but do not reflect how work is actually done. Fee-earners, support staff and business services teams all need to be involved to ensure workflows align with reality.
Finally, Langdon explains that firms must plan beyond launch, building training, communication and feedback mechanisms into the programme from the start: “Most firms don’t really see beyond the go live.”
Defining needs and documenting the real problem
Effective scoping begins with listening, he explains: “Talk to subject matter experts in all corners of the building.” Isolated frustrations in one department are rarely enough to justify wholesale system change — “you can’t just interview the person in accounts who says the bank rec doesn’t work very well. That’s not a reason to change your entire finance system.”
Firms should identify what already works well. “Sometimes finding (this) out is as important as trying to address pain points” as it avoids unnecessary disruption and helps teams focus resources on changes that genuinely improve outcomes.
An independent perspective can be invaluable — an experienced external adviser can challenge assumptions, distinguish symptoms from root causes, and prevent firms from recreating outdated processes in new technology.
Looking beyond features in vendor selection
Feature-heavy comparisons are a familiar trap. Langdon has seen firms overwhelmed by detail without clarity: “I’ve received spreadsheets — 600-700 rows long — with no real context around what it is that it’s actually achieving.” The risk is mistaking volume of functionality for suitability.
Instead, Langdon urges firms to assess solutions in context: “How does the solution you’re looking at fit within your existing tech stack? How does it integrate with other solutions?” Security, vendor roadmap and service model all matter, as does cultural and workflow fit.
“The best solution isn’t the one with all the bells and whistles, it’s the one that quietly helps your firm get things done.”
Prioritising what really matters
Langdon says that clear prioritisation is essential: “Distinctly categorise features based on we need to have this, what we would like to have down the track, and then things that are not essential.” Most firms are solving a small number of core problems, yet muddy decisions by combining those with long wish lists.
That prioritisation must involve end users, he adds: “If you’re talking about the billing process, there’s no point just talking to the people in finance. You need to talk to the lawyers and the secretaries who are actually doing the timecard editing and processing the proformas.”
Restraint at implementation pays off, Langdon adds: “Keep it as close to the stock as you can.” Excessive customisation increases cost and complexity without delivering long-term value.
Change management that sticks
Adoption hinges on communication, Langdon recommends starting with a diverse stakeholder team and to “keep your entire staff base informed along the way, then there aren’t going to be any surprises at go live.” Regular updates, intranet posts and simple pulse surveys help build trust and surface concerns early.
Training should be ongoing, not one-off. “Make sure that there is an adoption plan (and) continuous improvement.” By showing people what is changing, and why, firms reduce anxiety and increase buy-in.
Choosing vendors as long-term partners
In a crowded market, Langdon stresses the importance of conversation over comparison: “You need to have a direct conversation with the vendor.” Ask each supplier to address real scenarios, not just generic demos. Firms should explore how suppliers support adoption, integrate with existing systems and remain engaged post-implementation, asking: “Do they support you once you’ve gone live, or do they just wash their hands once you’ve signed the agreement?”
Embedding change beyond go live
Selection is only a third of the journey — the rest is adoption and optimisation. In the first months, have champions and project team members visible and available. Ask simple questions on the floor: How is time entry? How is onboarding? How is billing?
As well as logging the niggles, provide a lightweight feedback form on the intranet and triage issues quickly.
Also, schedule regular check–ins with your vendor to review usage and upcoming releases, and build a cadence of improvements at 3, 6, 9 and 12 months — continuous improvement is how you turn a successful go live into durable value.
Delivering lasting value from legal tech
Successful legal tech implementation is not about software alone. It is about clarity of purpose, inclusive decision-making and sustained focus on adoption. Firms that treat technology as a business initiative, invest in people and plan for continuous improvement are far more likely to see meaningful returns.
Watch the full interview with David Langdon now to discover more advice and guidance on successfully implementing legal tech. David also shares exclusive advice on building the right stakeholder group, and effective data migration.
