How to successfully implement legal tech in your law firm

In episode 27 of the Empowering Law Firm Leaders podcast, Amy Bruce is joined by David Langdon, a legal tech consultant, speaker, and author of Beyond the Features. With nearly three decades of experience in the legal sector, David shares his insights on what makes technology projects succeed and why firms need to think beyond software features.

This conversation discusses how law firms can successfully implement legal technology. From planning and vendor selection to managing change and data migration, this conversation is packed with practical advice for firms looking to modernise without unnecessary stress.

In this conversation we cover:

• Key principles of effective tech implementation
• How to define your needs before buying software
• Why vendor selection should go beyond features
• Tips for managing data migration
• Change management strategies that actually work

Three project essentials for successful tech implementation

The foundations of any successful legal tech project are preparation, business ownership and a plan for adoption. As David puts it, “[You need] preparation and an understanding what’s needed before you begin.” Too often, firms decide they need a new system without clearly articulating the problem to be solved or the outcomes they expect to achieve. That lack of context makes it hard to align teams or judge success later.

Secondly, this is not an IT exercise. “It really needs to be a business project,” David says. The people who live the processes every day need a seat at the table. When projects are delegated to a small technical group, the selection and configuration risk reflecting a technical ideal rather than the way work actually gets done.

Finally, plan for what happens after go‑live. “Most firms… don’t really see beyond the go‑live,” David cautions. A launch party is not an adoption plan. Training, communications, feedback loops and follow‑up improvements should be designed into the program from the outset, not bolted on at the end.

Defining tech project needs and documenting problems

Good scoping starts by listening widely. “Talk to subject matter experts in all corners of the building,” David advises. One noisy pain point in a single department rarely justifies a 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.”

Capture what already works, not only what hurts. “Sometimes finding out what’s working well is as important as trying to address pain points.” This protects value by avoiding change for change’s sake and helps teams focus limited resources on the issues that truly move the needle.

A fresh, independent view can help separate symptoms from causes. An experienced outsider can test assumptions, show what the market can offer, and challenge the reflex to recreate yesterday’s processes in tomorrow’s tools.

Beyond the features: what to compare instead

RFPs with hundreds of tick boxes are common, but they seldom reveal what matters. David has seen the spreadsheet trap repeatedly: “I’ve received spreadsheets… 600-700 rows long… with no real context around what it is that it’s actually achieving.” The danger is confusing breadth of features with fitness for purpose.

He urges firms to assess the platform in the round. “How does the solution you’re looking at fit within your existing tech stack? How does it integrate with other solutions?” Security, the vendor’s roadmap and service model should be part of the evaluation. Culture and workflow fit are critical too. “There’s no point buying a new doc automation system if it takes two or three extra clicks than you’re already using.”

Above all, keep sight of the goal: “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.”

Change management that actually works

Successful programs are built on people and communication. Start with a diverse stakeholder team and keep everyone informed as you go. “Keep your entire staff base informed along the way, then there aren’t going to be any surprises at go‑live,” David notes. Short, regular updates on the intranet and quick pulse surveys can surface concerns early and build confidence.

Adoption is a process, not an event. Plan training in waves, not just a single orientation session. Offer Q&A clinics, floor‑walking support and quick reference materials in the first months. “Make sure that there is an adoption plan… [and] continuous improvement,” he says. The most common blocker is fear of the unknown. By showing people what is coming, and why, you reduce anxiety and increase buy‑in.

Smart vendor selection

In a crowded market, relationships, roadmaps and service often matter more than checkbox parity. David recommends direct conversations that explore context and practical fit. “You need to have a direct conversation with the vendor.” Ask each supplier to address your real scenarios, not just generic demos. Probe how they integrate, how they support adoption and how they stay engaged after go‑live. “Do they support you once you’ve gone live, or do they just wash their hands once you’ve signed the agreement?”

Remember that large platform decisions are long sales cycles followed by long partnerships. “You need to be building up a relationship, understanding that firm’s pain points.” Choose partners who listen, adapt and bring ideas – the traits you will rely on when priorities shift.

The change champion: your internal influencer

Every firm has respected problem‑solvers, the people colleagues naturally consult – those are prime candidates to champion change. A good champion “helps embed the thought process that’s gone behind why you’re changing… and helps disseminate that information.” Their peer‑to‑peer credibility beats vendor assurances and softens resistance through everyday conversations.

You are not limited to one champion. “It can be two or three people… dotted about.” Look for those who are curious about technology, patient with colleagues and trusted within their teams. And if you can win over the loudest sceptic, the signal to the rest of the firm is powerful: if Fred is on board, it must be worth backing.

Continuous optimisation after 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 – and log the niggles. Provide a lightweight feedback form on the intranet and triage issues quickly.

Plan ongoing training rather than a one‑and‑done approach. Many projects front‑load training at week one, then do not revisit it for months, by which time people have forgotten what they saw or features have changed. 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.

Go beyond legal tech features for lasting value

Implementing legal technology isn’t just about choosing the right software—it’s about building a framework that supports people, processes, and long-term goals. As David emphasises, success starts with clarity: define the problems you’re solving, involve the right stakeholders, and prioritise adoption over features. From vendor relationships to change champions, every decision should reinforce the bigger picture—creating systems that make work easier, not harder.

The firms that thrive are those that treat tech projects as business initiatives, not IT exercises. They plan for continuous improvement, keep communication open, and resist the temptation to over-customise. By focusing on integration, usability, and cultural fit, you’ll avoid the spreadsheet trap and deliver solutions that genuinely move the needle.

Watch the full interview with David Langdon now to discover more advice and guidance on successfully implementing legal tech. You’ll also hear David’s exclusive advice on building the right stakeholder group and effective data migration.