Legal_IT_Landscapes_2015

Legal IT Landscapes 2015
TOMORROW’S TECHNOLOGIES FOR COMPETITIVENESS AND EFFICIENCYATHENIAN

LSN Research / Legal IT Landscapes 2015 2
Introduction from the author 3
Report method 5
Comment from Vodafone on the results 6
Comment from Athenian IT Developments on the results 7
Comment from Aderant on the results 8
Legal IT Landscapes 2015 report 9
LITL 2015 index

Introduction to the report
Three years ago, we ran a little survey about legal IT, and it was rather
successful. So, we thought we’d try it again in 2014, but this time make
it much broader. I’d like to say thank you to everyone who completed the
survey – it ran to over 90 questions for those in IT (fewer if you were in
finance, for example), which is a lot. I hope you enjoy the range and detail
that this commitment from our respondents gives you in the report.
The results of Legal IT Landscapes 2015 should drive some debate –
all the presentations I’ve made of the numbers, both to people in legal
management and to IT vendors, have thrown up strong opinions. While that was often around
our results on whether legal IT leaders think cloud is the future (the answer is ‘yes’), other
results have also provoked debate. I hope you’ll add your thoughts to the debate – by all
means email me if you don’t want to ‘take to Twitter’...
Fundamentally, it appears that legal businesses are finally getting it. Behind the scenes,
competitive pressure and the recession have reset the IT ambitions in legal.
Many of those in legal IT management think their firms will be running significant systems
(such as document/case/practice management, or CRM) in the cloud. The appetite for project
management and process management tools and methods appears to be off the scale. Firms
across the board know they need more, better and broader-based management information
from which to draw strategic conclusions and to set pricing and profitability goals.
But there is still a way to go. Our results show that top 100 firms spend on average 4.1% of
revenue on IT (there were some that spent 8-10%, so you can imagine the other numbers).
Though this metric isn’t one I’d use alone, and it puts law firms squarely alongside other
professional services businesses (according to Gartner), many would say that legal businesses
should be spending more, to innovate and build competitiveness. Let me put that 4.1% figure
in context, too: education, media and entertainment, and banking and financial services all
spend more – banking’s spend on IT as a percentage of revenue is 6.3%.
Legal IT leaders might blame many things for this, but one is the way their businesses are run
– 79% of respondents said that the partnership model holds firms back from investing enough
in IT. Legal IT leaders can change a lot in their businesses, but that is a grander challenge.
I hope you find LITL 2015 useful and informative, and as interesting to read as I have found it
to research and analyse. Enjoy.
Rupert Collins-White, head of content, Legal Support Network | rupertw@lsn.co.uk

4.1%
Business
intelligence
Project
management
Process
management
& workflow
Case
management
Cloud
Mobility
Which technologies do legal IT
leaders say are the best for driving
competitiveness and efficiency?
What’s the average spend on IT in a top
100 firm as a percentage of revenue?
20% of respondents said their firm still
does analytics and reporting just using
spreadsheets
78% of respondents said their firm is
considering implementing presence
technologies to share, set, and manage
people’s availability
Top UK law firms are thinking
seriously about moving to the cloud
CLOUD OUSOURCING
LPM Does you firm employ anyone whose primary
role is to carry out or significantly involves
process mapping/analysis?
Over what timescale might project management technologies:
Is your firm currently using any legal project
management technology solutions?
Over what timescale do you you think your firm might
migrate significant systems to the cloud?
How likely is your firm, do you think, to adopt ‘cloud’-based
solutions (either true cloud or hosted/managed solutions) for its
significant systems (eg PMS, CMS, DMS, finance, CRM)?
How services/Strongly agree
Agree
Neither
Disagree
Strongly disagree
Within the next 12 months
two years
three years
five years
10 years
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
software in the cloud (0%)
11%
6%
28%
33%
22%
11%
4%
30% 32%
23%
Very Quite Undecided
Not Very 22%
Within the nest 12 months
Within the next two next five years
Inside 10 years
Never
14%
32%
43%
Yes
No
Don’t know
Yes
No
Don’t know
55%
4%
41%
41% 55%
4%
41 55% %
4%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
30%
53%
13%
4%
45%
CLOUD OUSOURCING
Over what timescale might project management technologies:
How services/rather that the traditional mix of PMS/CMS etc
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Within the next two years
Within the next three years
Within the next five years
Within the next 10 years
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
6%
28%
33%
22%
11%
4%
30% 32%
23%
Not Very 22%
Within the next two Within the next five years
Inside the next 10 years
Never
14%
32%
43%
Yes
No
Don’t know
Yes
No
Don’t know
55%
4%
41%
41% 55%
4%
41 55% %
4%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
30%
53%
13%
4%
45%
Project management will take
over the legal world
OUSOURCING
COMMS
Is your firm seriously considering desktop-to-desktop video communications
How likely is you to carry out or whose mapping/analysis Over what timescale might your firm be using or adopting legal
project management technologies:
How likely is you firm to employ someone whose primary role is
to carry out or whose primary role significantly involves process
mapping/analysis within the next year?
based
solutions) for its
CRM)?
How likely is your firm to consider outsourcing IT
services/provision?
73%
22%
5%
59%
30%
11%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
22%
5%
35%
11%
27%
Never
14%
4%
32%
7%
43%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
32%
5%
20% 20% 23%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
20%
disagree
Agree
Neither
Disagree
Strongly disagree
45%
45%
OUSOURCING
COMMS
Is your firm seriously considering desktop-to-desktop video communications
How likely is you to carry out or whose mapping/analysis Over what timescale might your firm be using or adopting legal
based
solutions) for its
CRM)?
services/provision?
73%
22%
5%
59%
30%
11%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
22%
5%
35%
11%
27%
Never
14%
4%
32%
7%
43%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
32%
5%
20% 20% 23%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
20%
agree
disagree
Strongly agree
Agree
Neither
Disagree
Strongly disagree
45%
45%
5%
OUSOURCING
COMMS
Is your firm seriously considering desktop-to-desktop video How likely is you to carry out or mapping/analysis Over what timescale might your firm be using or adopting legal
cloud’-based
solutions) for its
CRM)?
services/provision?
73%
22%
5%
59%
30%
11%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
22%
5%
35%
11%
27%
Never
14%
4%
32%
7%
43%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
32%
5%
20% 20% 23%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
20%
disagree
Agree
Neither
Disagree
Strongly disagree
45%
45%

Thanks to the Legal IT Landscapes
sponsors who made this possible.
This is their take on the results
Who, what, why
A short explanation of the survey
Legal Support Network conducted the LITL 2015 survey
June/July 2014 using two online surveys, one directly
targeted and one promoted openly on the internet. We
collected responses only from firms of £10m revenue
upwards and then split responses out to reflect the split
between the top 100 and the second hundred (and
any international responses we had). This, the top 100
segment report, is based on responses from 46 people,
representing 38 top 100 law firms. The spread across the
100 was good, and we only processed responses from
those in management positions and above.
About Legal Support Network
LSN is a publishing, media and events company wholly
focused on business services and support staff in law
firms, whatever role they’re in.
www.lsn.co.uk
Vodafone, Aderant and Athenian represent three of
the biggest areas of either change or opportunity in
legal technology – integration of information across
the business, analysing and understanding that
information, and freeing the firm’s people to work
with that information wherever they – and their clients
– are. We’d like to thank them for their involvement,
and we asked them to say a few words about the
results that most grabbed them.

Steve Clewlow
Head of finance and professional services, Vodafone UK
Many law firm clients are emerging from the downturn with different
expectations of the professional services they rely on, particularly
legal. Financial pressures are forcing clients and firms alike to review
the way they combine technology, people and processes, and
‘do more with less’. Put simply, firms that successfully evolve their
business models and delivery systems are those best set for growth.
Some are already pushing forward, as Legal IT Landscapes shows.
But to ensure future growth and client satisfaction, more firms need to
become smarter and stronger by:
• Reengineering working processes for more integrated relationships with clients.
Working with clients – from ‘day one’ and regardless of location – to be more efficient,
responsive and anticipatory. This ensures the development of the right legal solution
based on a deep understanding of the client’s objectives.
• Responding to client demands to evolve away from the current hourly rate business
model without impacting efficiency and profitability.
• Being more intelligent and innovative about how legal services are delivered. A recent
survey by the Lawyer found that only 7% of clients said they were “very satisfied” with
the level of innovation shown by their legal provider.
• Listening to the increasing employee demand for more flexible working lives to attract,
recruit and retain the best talent in a highly competitive market – changing ‘how’ and
‘where’ work is done.
For many firms, implementing such dramatic changes to existing working practices may
seem daunting, but it doesn’t have to be. This is a journey Vodafone can help with, and
it’s something we’ve already done for ourselves through our Better Ways of Working
programme.
Today, Vodafone is a more dynamic company. For example, the ability to respond faster
to our customers has helped us to keep growing. Plus, our people can now work how
and where it suits them and, as a result, they’re 20% more productive and more satisfied
in their work. We’ve gained all this and savings of more than £100m since 2009.
As well as living it ourselves every day, the organisations that we’ve helped to implement
Better Ways of Working have also reaped significant benefits – from being able to claim
back 100 minutes of productive working time per employee each day, to reducing
administration costs by £1.2m a year.
Discover how Vodafone’s better ways of working programme could help your
legal business – visit www.vodafone.co.uk/bwow

Neil Renfrew
Managing director, Athenian IT Developments
It’s not unexpected that the majority of legal IT leaders say that
accurate and timely management information is critical to long-term
success, as Legal IT Landscapes has found. They understand that
the increasing pressures on revenue, opportunities and associated
costs mean that legal businesses more than ever need to identify,
understand and react intelligently to the information generated from
doing business.
The survey also highlights that all firms have some level of business
reporting, even if it is the humble spreadsheet. But we know, because we hear it a
lot, that many firm users at all levels think their business information is flawed both in
terms of the quality of the information being presented and the inability to link financial,
marketing and other relevant data sets to provide a holistic, pertinent and current view
of their clients, matters and other business attributes.
Partners and senior fee earners regularly feel the pain caused by a lack of coherent
business information in the high-pressure areas of new business development and
client account management. Core financial and matter data is usually available, but
additional information on fee earner backgrounds, skills, matters worked and additional
business services provided by other practice areas is often ad-hoc or obscure. It is this
information, however, that can be the differentiator between success, failure, retention
and loss. It can also flag potential risks.
Implementing newer systems is unlikely to resolve this, so savvy firms are now looking
to separate core business data from the application layer through the use of master
data management (MDM) technologies to clean up and aggregate this data.
MDM enables firms to consolidate and leverage disparate data repositories, use
these repositories to improve data quality and consistency and store valuable entity,
relationship and attribute information not attached to specific lines of business systems.
Client facing teams can now get comprehensive client information (‘taxi’ reports)
highlighting the firm’s differentiators, mitigating any risks and positioning the firm more
effectively.
One more thing: the LITL 2015 survey results highlight that law firms are split on
whether a best of breed application or a ‘one-system’ enterprise resource planning-style
approach best fits their longer-term business requirements. An agnostic MDM platform
can underpin, de-risk and deliver the above benefits to any environment – best of breed
or single-system – giving technologists the freedom to sweat existing assets for longer,
or to migrate to new architectural approaches for a fraction of the cost and effort.
Find out more about MDM and Athenian: www.athenianit.com
ATHENIAN

Mike Barry
Executive vice president, strategy and product, Aderant
With the changing state of the current legal vertical, today’s law firms
are grappling with two realities: addressing the myriad challenges
presented while trying to plan for an uncertain future. The most
pressing, such as operational efficiency, competitive pricing, matter
management and client communication must be addressed first to
provide a solid foundation on which to form future business direction.
The legal market has fundamentally changed. More clients are
pushing for fixed fees and other alternative pricing arrangements,
and we are seeing the emergence of roles dedicated to strategic pricing in firms as well
as procurement officers at the client. Clients are looking for value and results, so it’s
becoming imperative to price accordingly. Because rates are not increasing, firms are
reacting to maintain profitability, often in the form of operational efficiency – such as new
business intake, shortening the cash flow cycle and doing more with fewer staff.
As demonstrated by Legal IT Landscapes, firms are split relatively evenly in terms of
having dedicated technology resources for matter and legal project management (LPM).
This reflects that, though fundamental, the basic question of knowing what a particular
matter costs still cannot be answered by many firms today. Before you can address
pricing and LPM efficiencies, you must first understand what it takes to execute a
matter in terms of cost and resources.
Most firms do, however, realise the growing importance of these technologies. The vast
majority of LITL respondents reported plans to adopt matter management (86%) or LPM
(89%) tools within the next five years. Once the cost of a matter is determined, these
tools can increase efficiency and become a key component of planning and pricing.
Tying all this together is business intelligence (BI). BI needs to do four things:
• Deliver clear, concise operational data.
• Provide meaningful comparisons of performance to peer group data (that is,
benchmarks, internal and external).
• Impart practical insight into the ways in which operational efficiency can be improved.
• Communicate the ‘why’, rather than just the ‘what’.
Once these challenges are met, what next? Will it be a new business paradigm, work
environment or ownership model? Will all firm systems be in the cloud? Adoption of
new strategies and key technologies by law firms will become a defining
factor in which ones will thrive and which will not.
Find out our perspective at www.aderant.com

In Briefing magazine, we talk a lot (justifiably,
I think) about how law firms could benefit from
having better oversight of their businesses, and
a more joined-up approach to management
information. So it’s good to learn that we’re on
the same wavelength as IT (and other operations)
people in law firm business services.
But to make the most out of information, you first
need to collect or generate it. According to top
100 law firm IT leaders, law firms need to collect
and analyse more management information to get
a competitive edge. This information should come
from across the whole business, and firms need to
more fully integrate their IT systems to get the value
from a more joined-up approach.
They don’t need this information just to make
management and strategy decisions – though, of
course, that’s a big driver. They also need more
and better management information that’s better
integrated and understood to change the way
they work to be more in line with the projects-and
process-focused future that’s just around the
corner for legal business.
The legal IT community in the top 100 is
overwhelmingly behind this perspective, according
to the Legal IT Landscapes 2015 research.
What they’re not behind, however, is one of the
‘possible futures’ for IT systems that would, in
theory, deliver on all those goals: an enterprise
resource planning system. In fact, they’re
completely split on the prospect.
This may indicate that there’s still strong feeling
in the industry for a best of breed approach, or it
could just indicate that the ERP argument has yet
to be made effectively. The major legal IT vendors
are all pinning their colours to some flavour of ERP
or a similar idea (Elite 3E, LexisOne, etc), so it is for
them to make the case.
Why would legal not want such a thing? Well,
it’s expensive, and it requires (in the end) ripping
Legal IT Landscapes 2015
STRATEGY
CLOUD Does your firm use a dedicated business intelligence tool? Do US-Over what timescale do you you think your firm might
How likely is solutions (either significant systems To what extent do you agree with this statement:
Law firms need to more fully integrate their various systems to
be able to get the efficiency and management information that
other businesses get from ‘joined-up’
To Law and get rather A A Strongly agree
Agree
Neither
Disagree
Strongly disagree
11%
6%
28%
33%
22%
11%
30% Yes
No, we use reporting based on
spreadsheets
No, we use the built-in/pre-provided
business intelligence tools in our
practice or matter management systems
57%
20%
23%
41 55% %
4%
STRATEGY
Does your firm use a dedicated business intelligence tool? Do you think UK-based firms are ahead of similar-sized
US-based law firms when it comes to using technology?
To The back To what extent do you agree with this statement:
To what extent do you agree with this statement:
Law firms will only be able to realise the true value of project
and matter management tools and programmes if they can
get access to data from across the whole of the business,
rather that the traditional mix of PMS/CMS etc
A A Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
spreadsheets
57%
20%
23%
41 55% %
4%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
30%
53%
13%
4%
Yes
No
Don’t know
40%
26%
34%
OUSOURCING
Over what timescale might your firm be using or adopting legal
How likely is you firm to to carry out or whose mapping/analysis within How likely is your firm, do you think, to adopt ‘cloud’-based
services/provision?
systems to
information that
Law firms in general need to collect and analyse more
management information than they currently do to get the edge
they need in an increasingly competitive legal market.
A A
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
4%
30% 32%
23%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
22%
5%
35%
11%
27%
Strongly agree
Agree
Neither
Disagree
Strongly disagree (0%)
4%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Strongly agree
Agree
Neither
Disagree
Strongly disagree
30%
53%
13%
4%
45%
45%
5%
3% 2%

everything that you already have out. But what
might you get in return? Real integrated resources
planning, for a start – surely something the future
project managers and job costing people will want
in place. Plus ERP would give that all-important
firm-wide management information base. You don’t
need ERP for all that, of course – but without it, you
will likely have to build more things yourself. There
are, of course, many good reasons to do that.
For now, the jury is out on the ‘how’ of getting
more and better management information for legal
businesses – but the ‘why’ is well accepted.
The change behind, the change ahead
Technology should be a differentiator for legal
businesses. It should drive firms forward, and it
should help them achieve things that couldn’t be
achieved without it. It should enable the people
who work in a legal business, and help them to
work together. It should connect the business to
its clients and its supply chain. It should make a
legal business more efficient, more capable, more
flexible and more profitable.
None of those things is ‘keeping the lights on’.
Legal IT has moved far from that mundane,
functional world, at least it has in some firms. The
next five years to 2020 will redraw the ways legal
businesses work – at least that’s how we see it,
based on much of what we see inside the industry
and beyond.
Some technologies haven’t gripped legal like
they have other industries – presence and unified
comms, online delivery and self-service, social
networking tools, real business intelligence and
enterprise resource planning, for example – but
then, legal is different (though it’s not that different).
Legal may not be exactly like other businesses,
but we think it’s nowhere near as different as many
who lead it seem to believe. Of all the ‘differences’
people throw up – such as the partnership model,
the client, the nature of the work – none sets it
truly aside, functionally, from other businesses.
Perhaps what really marks legal out is its inherent
challenges, such as its seeming inability to produce
many businesses of real scale, or its oddities, such
as most firms’ revenue to employee numbers ratio.
Many people on the technology side of legal
know that their firms have to change the way they
work and deal with the outside world to thrive in
tomorrow’s economy, and adopt the technologies
of other kinds of business to do it. In so doing,
For now, the jury is
out on the ‘how’ of
getting more and
better management
information for legal
businesses – but
the ‘why’ is well
accepted.
DOCUMENT Is your firm using document tools to deliver legal work?
ahead of similar-sized
using technology?
The traditional partnership structure holds law firms
back from investing enough in IT
The need for ERP-style systems such as SAP, 3E, LexisOne or
any other firm-wide IT solution is now upon us – firms without
such systems will not be properly competitive in the future
statement:
the true value of project
programmes if they can
whole of the business,
CMS etc
A
Strongly agree
Agree
Neither
Disagree
Strongly disagree
11%
Strongly agree
Agree
Neither
Disagree
45%
34%
13%
9%
Strongly agree
Neither
Strongly agree
Agree
Neither
know
40%
36%
13% 9%
2%
45%
45%
5%
3% 2%

Vodafone
Power to you
Do you have a vision for
a new way of working?
We’ll show you how to make it happen. By offering your people the
freedom to choose how and where they work, you can increase your
firm’s efficiency, improve profitability and stay competitive.
Our Better Ways of Working programme can help you deliver a
seamless flexible working environment – transforming your firm and
making it ready for almost anything.
To find out how meet us at the Operational Leaders in Legal
event in London on 26 November, call 0845 241 9563 or go to
vodafone.co.uk/BWOW
Power to the free thinkers
Calls charged at your standard network rate. Lines open 8.30am to 5.30pm, Monday to Friday.

we think legal will rapidly, possibly almost without
realising it, leave behind its feeling of great
‘difference’ and accept that it’s very like other
businesses, with a couple of interesting twists.
Why? Because the technologies that legal IT
(and some other) leaders named as being most
useful in the future reflect a push by clients and
the world to work much more like they do. The
technologies that will be shaping law firms in
2015 and beyond are a mix of the known and the
(relatively) unknown, at least to the legal industry’s
main corpus.
Efficiency, meet competitiveness
A key pair of questions in the LITL survey this year
were:
Which technologies do you think will have the
biggest impact on how competitive your law firm
is over the next five years?
Which technologies do you think will have the
biggest impact on how efficient your law firm is
over the next five years?
We gave respondents empty text boxes into which
to put their answers – no suggestions given – and
what we got back was a map of the technologies
that legal business uses and needs to face the
challenges of tomorrow.
Six key areas were mentioned multiple times by
respondents in their first box – which we think
indicates that it’s a technology at the top of their
minds – both in the competitiveness and efficiency
questions. These technologies probably represent,
therefore, the main legal technologies to watch in
the next five years: case management, business
intelligence, process management and
workflow, mobility, project management, and
cloud.
Many of those in legal will think that those
technologies are already in play in the sector, and
they are – to an extent. But how much of that is
real, and how much is wishful thinking? We ran
the early results of this research past a number
of people in legal IT on the law firm side and the
vendor side, and the reaction from many to a
couple of those key technologies has been near
universal – from the vendors, at least.
We asked adoption-level questions of three of
those key technology areas (project management,
business intelligence and cloud), and the results
were to some not entirely credible.
Cloud, at least, is a technology area that firms
readily admit they’ve not made much progress on
– but it represents an extremely attractive prospect.
But while legal IT people might have said that
‘cloud’ would be a technology that would have ‘the
biggest impact’ on their firms’ competitiveness and
efficiency, IT vendors say they still struggle to get
the benefits across to law firms. Why is this? Are
IT people telling us one thing and them another?
Is their technology not up to what legal IT leaders
want? Or is there something larger at work? We
delve into this later in the report.
Project management is an area in which there
appears to be a wide disconnect between law
firms and the suppliers to the market. Just over
two-fifths of our respondents said their firm was
using a legal project management solution –
whereas the main IT vendors were doubtful that
this number could be true, as they simply haven’t
sold them in those numbers. Perhaps, they said
to us, legal businesses think they’re using an LPM
solution when in fact it’s ‘just’ matter management?
Possibly, but over half of our respondents said their
firm is using a matter management technology
(which we defined as tools ‘that allow those
managing work to plan and cost matters according
to timescale and resources, and then manage
the delivery of that work’). They definitely think
they’re using something approximating LPM/matter
management.
In essence, are top 100 firm really using matter

Practice
management
Legal project
management / task
Client
portals
Mobility /
mobile
applications
/ remote
working
Business
Intelligence
Customer
relationship
management
Automated
time recording
Case
management Process
management
/ BPM /
workflow
Cloud
Business
intelligence
Project
management
Process
management
& workflow
Case
management
Cloud
Mobility
Document
automation
Technologies best for
competitiveness Best for both
Project
management
Cloud
BPM / process
management
/ automation /
mapping /
workflow
Paperless /
Anything that
reduces paper
Technologies best for
efficiency
Business
intelligence/
analytics
Case
management
Document
management
Matter
management
Mobile
solutions,
including
BYOD

management and legal project management tools this
widely, or do they just think they’re using them and, in
fact, it’s case management with bells on?
And what about business intelligence? Over half of
our respondents said their firm is using dedicated BI
tools, but IT vendors, almost to a man, frowned at the
idea that the majority of law firms are using business
intelligence tools in the sense that other businesses
might use them (real-time cubed information based
on business-wide warehoused data, for example).
But perhaps more telling is the result that almost a
quarter of our respondents said their firm still uses
reporting based on spreadsheets. Should a >£25m
business do its reporting this way, when a similarly
sized business in another sector would not?
But whether firms that say they’re using dedicated
BI tools are, or are using them in the way other
businesses might use them, they’re alive to the need
for them. This is good news – and puts those still
using spreadsheets in the shade.
The devils you know
The other three key technology areas named by
legal IT leaders as those that would have the biggest
impact on law firms over the next five years – case
management, mobility and process management –
are better-known.
Process management is something that a
growing number of firms are fully involved with, and
continuous improvement and Lean are phrases that
abound in the world of legal business management. Is
Six Sigma now a fundamental part of legal? No – but
the world of process is coming, and it’s coming fast.
Case management is still not quite as prevalent
in legal as one might think should be the case,
but it’s an accepted technology. Why, then, was
case mentioned so much as a technology that
would impact firms’ bottom lines so much? Isn’t it
yesterday’s technology, rather than today’s?
STRATEGY
CLOUD Does your firm use a dedicated business intelligence tool? Do US-Over what timescale do you you think your firm might
How likely is your solutions (either significant systems To what extent do you agree with this statement:
To what Law and get rather A A Strongly agree
Agree
Neither
Disagree
Strongly disagree
28%
33%
22%
30% Yes
spreadsheets
57%
20%
23%
41 55% %
4%
26%
STRATEGY
CLOUD Does your firm use a dedicated business intelligence tool? Over what timescale do you you think your firm might
How likely solutions significant To what extent do you agree with this statement:
A A Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
spreadsheets
57%
20%
23%
41 55% %
4%
Should a >£25m
business do its
reporting with
spreadsheets,
when a similarly
sized business in
another sector
would not?

Is your firm considering implementing any ‘presence’
technologies that allow users to set their availability/visibility or
have management outline how their availability is managed?
Is your firm considering or conducting any pilot
of unified communications
Is your firm considering using document assembly/automation
tools to deliver legal work?
Can you see your firm using more document automation to
deliver any of the work that it does within the next:
Is that figure higher than two years ago?
ago?
Yes
No
Don’t know
42%
26%
32%
Year
53%
32%
15%
Yes
No
Don’t know
Is that figure higher than five years ago?
B
26 59% %
15%
Yes
No
Don’t know
Pre-recession goodness
Yes
No
Don’t know
62%
29%
9%
Two years
Five years
DOCUMENT AUTOMATION
Is your firm using document assembly/automation
Is your firm considering tools to deliver legal work?
this statement:
holds law firms
The need for ERP-style systems such as SAP, 3E, LexisOne or
any other firm-wide IT solution is now upon us – firms without
such systems will not be properly competitive in the future
this statement:
collect and analyse more
they currently do to get the edge
competitive legal market.
A
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
No
Don’t know
59%
30%
11%
42%
26%
32%
26% 59%
15%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
No
Don’t know
Is that B
26 40%
36%
13% 9%
2%
tool? Do you think UK-based firms are ahead of similar-sized
To what extent The need for any other firm-such systems systems to
information that
A A
Strongly agree
Agree
Neither
Disagree
45%
34%
13%
9%
based on
in/pre-provided
tools in our
management systems
Yes
No
Don’t know
40%
36%
13% 26%
34%
STRATEGY
use a dedicated business intelligence tool? Do you think UK-based firms are ahead of similar-sized
The traditional partnership structure holds back from investing enough in IT
extent do you agree with this statement:
need to more fully integrate their various systems to
the efficiency and management information that
businesses get from ‘joined-up’
To what extent do you agree with this Law firms in general need to collect and management information than they currently they need in an increasingly competitive A A
Strongly agree
Agree
Strongly agree
Agree
Neither
Disagree
45%
34%
13%
9%
Yes
spreadsheets
57%
Strongly agree
Agree
Strongly Agree
30%
13%
4%
Yes
No
Don’t know
40%
26%
34%
45%
5%
3% 2%
tool? Do you think UK-based firms are ahead of similar-sized
To what extent The need for any other firm-such systems A A
Strongly agree
Agree
Neither
Disagree
45%
34%
13%
9%
based on
in/pre-provided
tools in our
management systems
Yes
No
Don’t know
40%
36%
13% 26%
34%
ago?
Yes
No
Don’t know
42%
26%
32%
Year
53%
32%
15%
Yes
No
Don’t know
B
26 59% %
15%
Yes
No
Don’t know
Yes
No
Don’t know
62%
29%
9%
Two years
Five years
DOCUMENT AUTOMATION
Can you see your deliver any of the this statement:
such as SAP, 3E, LexisOne or
now upon us – firms without
competitive in the future
A
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
Yes
30%
11%
42%
32%
Year
53%
32%
26% 59%
15%
Yes
No
Don’t know
B
26 59% %
15%
Yes
No
Don’t know
29%
Two Legal IT leaders know they need better and
newer technology to drive up efficiency in
the legal sector, both to help their businesses
compete and to ensure they run the best ships
they can. But do they get the backing and
financial commitment to technology they need
from their firms’ leaders? And do they invest
enough to create tomorrow’s legal businesses?
As far as we know, we’re the first to publicly
ask what top 100 law firms spend on IT as a
percentage of revenue. This is a standard metric
(and one that, when used on its own, even its
greatest purveyor – Gartner – is wary of) and
while it’s simplistic, it can tell us a lot.
If, as we found, law firms spend on average
4.1% of revenue on IT (of course, a few spend
a lot more than that), then they spend less on IT
than media, banking or software. Yes, law firms
seem to be spending the ‘industry norm’ for the
professional services sector, but is that enough
for a vertical that’s arguably behind the curve?
Moreover, it’s possible to make the argument
that law firms are, in their way, content
businesses like media or software companies
– and also similar in some ways to banking
partners. So why are they spending so much less
than those sectors?
When we asked top 100 legal IT leaders whether
the traditional partnership structure holds law
firms back from investing enough in IT, the
answer was a resounding ‘yes’.
Why is this? We in Briefing often say (in person,
rather than in print) that the problem with law
firms is that the partners, generally, rob the
What do the UK’s top
law firms spend on IT?
4.1%
AVERAGE UK TOP 100 LAW FIRM
SPEND ON IT AS A % OF REVENUE
business at the end of a financial year,
leaving little to really invest in things like IT.
That’s just in the nature of a partnership
business, perhaps, but it’s destructive to
investment.

Perhaps tellingly, case management was
connected several times to matter management.
This might explain its prevalence in the efficiency/
competitiveness word cloud: to some, it stands
for something more – an improved way of driving
cases through the firm, a more efficient way.
Mobility is an enormous subject, yet it’s all too
easy to sell it short. Law firms are becoming more
distributed, decentralised beasts, and they’re
taking lots of lessons from professional services
and beyond about being road warriors and digital
nomads. Lawyers and business services people
alike want to be more connected when they’re not
in the office, and they’re in the office less and less.
People at work want to be more free to consume
information wherever they are, because their
personal lives have given them that gift. The
younger generation of workers coming into legal
An area that many, including the illustrious
Professor Susskind, think will completely
reformat the delivery of legal services
is document automation and assembly.
This is certainly happening in legal and, it
seems, much more implementation of these
technologies lies in the near future.
A majority (though it’s less than two-thirds) of
our respondents said their firms use document
assembly/automation tools to deliver legal
work. Over half of them said they could see
their firms using more document automation
to deliver work within the next year, and a
further third said their firm would be turning
more to document automation within the next
two years.
Finding a better future
of document creation
DOCUMENT AUTOMATION
COMMS
Is your firm seriously considering or currently piloting
desktop-to-desktop video communications
Is your of unified Is your firm using document assembly/automation
you agree with this statement:
style systems such as SAP, 3E, LexisOne or
wide IT solution is now upon us – firms without
not be properly competitive in the future
A
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
73%
22%
5%
59%
30%
11%
42%
26%
32%
78%
14%
8%
13%
26% 59%
15%
Yes
No
Don’t know
B
26 59% %
15%
Yes
No
Don’t know
40%
DOCUMENT AUTOMATION
COMMS
Is your of unified Is your firm using document assembly/automation
you agree with this statement:
style systems such as SAP, 3E, LexisOne or
wide IT solution is now upon us – firms without
not be properly competitive in the future
A
Strongly agree
Agree
Neither
Disagree
Strongly disagree
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
73%
22%
5%
59%
30%
11%
42%
26%
32%
78%
14%
8%
13%
26% 59%
15%
Yes
No
Don’t know
B
26 59% %
15%
Yes
No
Don’t know
40%
AUTOMATION
automation
higher than five years ago?
Yes
No
Don’t know
Don’t know
42%
26%
32%
Year
53%
32%
15%
59%
Yes
No
Don’t know
B
26 59% %
15%
Yes
No
Don’t know
Yes
No
Don’t know
62%
29%
9%
Two years
Five years

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Business Process
Information Governance
Master Data Management
Knowledge Management
The Smart Source for Legal IT Expertise www.athenianit.com

also expects more mobile capability – and culture
– inside today’s firm. Mobility/comms is incredibly
important to tomorrow’s legal business, and later
we’ll talk a bit more about how that might manifest
itself, and further drive value for clients, too.
Project and matter management
Legal business is, as we’ve said, slowly but surely
adopting the way of the project. It and process
improvement are becoming a big thing in small
circles in legal – just look at the 2014 People issue
of Briefing to see how these roles are reshaping
the industry.
This movement to a more project- and task-
Despite saying that it was a technology
eminently usable as a cloud solution, LITL
respondents show up a strange attitude in firms
towards e-billing.
Six out of 10 respondents said that clients are
asking their firms to move to an e-billing set-up,
and though 43% of respondents said that their
firms use some form of e-billing solution, only
25% of respondents said that they’d be buying
an e-billing solution. It seems odd that most
firms aren’t at least considering some kind of
outsourced or cloud version of e-billing – after
all, if clients are asking for it, isn’t this a no-brainer?
Plus, e-billing can deliver some great
management information if you use it well –
something that those people asking for matter
management might want to learn more about.
What’s wrong with
e-billing?
E-BILLING
COMMS
Is your firm considering or conducting of unified communications
mapping/analysis within the next two years
primary role is
process
Are any of your firm’s clients asking to move to
an e-billing set-up for your firm’s invoicing?
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
73%
22%
5%
78%
14%
8%
76%
13%
11%
60%
15 %
25%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
5%
20%
3%
35%
E-BILLING
COMMS
Is your firm considering or conducting of unified communications
primary role is
process
Yes
No
Don’t know
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
No
Don’t know
73%
22%
5%
59%
26%
78%
14%
8%
76%
13%
11%
15%
60%
15 %
25%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
5%
20%
3%
35%
Five years
E-BILLING
your firm considering implementing any ‘presence’
primary role is
process
Is an e-billing solution, internal or external, something
your firm is likely to buy in the next 12-24 months?
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
42%
26%
32%
78%
14%
8%
76%
13%
11%
Year
53%
32%
15%
60%
15 %
25%
25%
52%
23%
Two years
Five years
E-BILLING
your firm considering implementing any ‘presence’
primary role is
process
Is an e-billing solution, internal or external, something
your firm is likely to buy in the next 12-24 months?
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
42%
26%
32%
78%
14%
8%
76%
13%
11%
Year
53%
32%
15%
60%
15 %
25%
25%
52%
23%
Two years
Five years
Is your firm currently using any matter management technology
solutions (specifically, tools that allow those managing work to
plan and cost matters according to timescale and rescources,
and then manage the delivery of that work)?
Yes
No
Don’t know
38% 55%
7%
Does your firm use any specific pitching/proposals technologies
to help partners/BD people in the firm win work?
Yes
No
Don’t know
Over what timescale might your firm be using or
adopting matter management technologies:
Never
19%
14%
38%
0%
29%
34%
53%
13%

based way of working is reflected in the adoption or
internal creation of a certain set of tools – matter and
legal project management technologies – and the next
couple of years will see the adoption of both matter
and project management tools across the top 100,
according to our research.
While it’s debatable once again whether the majority
of firms really are using matter management solutions
(55% of our respondents said their firm was), or using
the kind of matter management solutions that the IT
vendors recognise as such, it’s the case that firms
report they are using them.
Fewer are using legal practice management solutions,
and even we think it is unlikely that firms are using
‘true’ LPM solutions, despite 41% of respondents
saying their firm was. However, when we showed early
results of the LITL research at the key vendors’ user
conferences this year, legal IT leaders present often
equated LPM solutions to pricing, and so some pricing
tools in play in legal right now might be thought of as
project management tools.
But more telling, to the Briefing staffers at least, is the
timescale over which law firm IT leaders say they will be
adopting these technologies.
According to our results, the top 100 UK firms are
aiming to adopt project management technologies
in significant numbers over the next two years, with
the rest looking at adoption within five years. Matter
management is coming even faster, with nearly 60% of
respondents saying their firms are looking to adopt this
technology within the next two years.
Strangely – to us – firms seem far less keen on
adopting technologies to help their pitchers, who are at
the coalface of new business, than on tools to find out
the costs. Is this an example of how firms remain gun-shy
about ‘sales’?
Possibly, but at least nearly half of those we quizzed
said their firms were considering adopting pitching/
proposals tools – something we’d deem to be essential
in a much more competitive marketplace.
Over what project Is your firm currently using any legal project
Within Within Within Inside Never
14%
Yes
No
Don’t know
Yes
No
Don’t know
55%
4%
41%
41% 55%
4%
Over project Is your firm currently using any legal project
Within Within Within Inside Never
14%
Yes
No
Don’t know
Yes
No
Don’t know
55%
4%
41%
41% 55%
4%
Yes
No
Don’t know
38% 55%
7%
Yes
No
Never
19%
14%
38%
0%
29%
34%
13%
Yes
No
Don’t know
38% 55%
7%
Yes
No
Never
19%
14%
38%
0%
29%
34%
13%
Yes
No
Don’t know
38% 55%
7%
Yes
No
Don’t know
Never
19%
14%
38%
0%
29%
34%
53%
13%
Yes
No
Don’t know
38% 55%
7%
Yes
No
Don’t know
Never
19%
14%
38%
0%
29%
34%
53%
13%
primary
involves
How to carry mapping/Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
4%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
5%
Never
14%
4%
32%
7%
43%
32%
Don’t know
Yes
No
Don’t know
55%
4%
41%
primary
involves
How to carry mapping/Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
4%
23%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
22%
5%
11%
Never
14%
4%
32%
7%
43%
32%
Don’t know
Yes
No
Don’t know
55%
4%
41%
Yes
No
Don’t know
38% 55%
7%
Yes
No
Don’t know
Never
19%
14%
38%
0%
29%
34%
53%
13%
Is your firm considering any pitching/proposals tools to help
partners/BD people in the firm win work?
Yes
45%
29%

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What can you put in the cloud?
Which legal technologies or systems do legal IT leaders think would be or are best suited
to moving into the cloud? The highest-scoring technologies picked out of a prescribed list
(spanning everything we could think of) by LITL respondents were, in descending order:
1
Collaboration
2
E-billing
Digital dictation
Knowledge management
Library management
SDLT and electronic forms
Email security
HR software
3
Customer relationship
management
Other marketing tools
Time recording
4
Document management
Document assembly/
automation (and review)
Risk and compliance
5
Business intelligence
Document production tools
Case management
Matter management/project
management
6
Practice management
Cost recovery and
management
Records management

Into the cloud
When it comes to the ‘cloud’, law firms are in a
quandary. Moving applications to a platform that’s
managed by an IT business, no longer paying for a lot
of ‘tin’, and shifting some IT into an operational, rather
than capital, bottom line is attractive. You also get top-class
SLAs (or you should) and better physical security.
However, UK legal businesses can’t really move into
the ‘cloud’ in the way that consumers do, or even in
the same way that US firms do. US firms already exist
in the least secure (in terms of snooping and prying)
data jurisdiction in the developed world, so moving
a law firm to Google Apps hardly creates a worse
platform for client data. For a UK firm, however, things
are very different.
But the cloud is coming, and more legal businesses
are realising that it is entirely possible to safely move
a lot of their IT infrastructure into the ‘cloud’ (or,
more properly, to a cloud-like hosted environment).
Moreover, they’re actively looking to do it – 41% of
LITL respondents said their firms were likely to “adopt
‘cloud’-based solutions (by which we mean either true
cloud or hosted/managed solutions) for significant
systems, such as practice and case management,
document management, finance systems, customer
relationship management”.
The timescale for this adoption is also impressive –
two-fifths of those who said their firms were likely to
move to the cloud said that they’d do it within the
next 18 months. A further third said their firm would
go there within the next two years. If that comes true,
over two-thirds of the top 100 would have a significant
system in the cloud inside two years from now.
Is this real? It’s hard to tell what will happen based on
what people believe is ‘likely’, but it indicates intent
and attraction – and if that is anything to go by, the
cloud has ‘arrived’ by any measure you care to use.
This is reinforced by what cloud-based solutions
LITL respondents told us their firms already use. The
mix is small, but it’s telling. In descending order of
the number of people who named them, the cloud
solutions in play now are: email security, collaboration,
CLOUD LPM Does you firm employ anyone whose primary
A A Strongly agree
Agree
Neither
Disagree
Strongly disagree
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
6%
28%
33%
22%
11%
4%
30% 32%
23%
14%
Yes
No
Don’t know
Yes
No
Don’t know
55%
4%
41%
41% 55%
4%
41 55% %
4%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
30%
53%
13%
4%
A A Strongly agree
Agree
Neither
Disagree
Strongly disagree
Within the next two Within the next three years
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
6%
28%
33%
22%
11%
4%
30% 32%
23%
14%
Yes
No
Yes
No
55%
4%
41%
41% 55%
4%
41 55% %
4%
Strongly agree
Agree
Neither
Disagree
Strongly disagree
30%
53%
13%
4%
Is your management Over what timescale do you you think your firm might
How solutions significant Within the next 12 months
two years
three years
five years
10 years
Not Very We software 11%
6%
28%
33%
22%
11%
Yes
No
Don’t know
55%
41% 55%
4%
Is your management Over what timescale do you you think your firm might
How solutions significant Strongly disagree
Not Very We software 11%
6%
28%
33%
22%
11%
Yes
No
Don’t know
55%
41% 55%
4%

Can law firms outsource almost everything
and still be in control? Can they outsource
nearly everything and still be themselves?
Just over two-thirds of the LITL respondents
said that their firm currently outsources
some form of IT provision, and a significant
proportion of firms look likely to move further
into the IT outsourcing world – 57% of LITL
respondents said that their firm was likely to
consider outsourcing IT services or provision
in the future.
But what do law firms currently outsource?
The breakdown, below, shows that quite a
lot is already being outsourced.
TOP OF MIND
• Data centre services
• Some service desk / out of hours support
• Help desk
• Development work
• Systems administration
• Managed networks
• Email archiving
• Infrastructure / data centre
• Maintenance
MENTIONED SECOND
• Testing
• Core apps: email, database, collaboration platform
• Service management processes
• Firewall management and support
• Network security
• Hosted VOIP telephony
• BC / DR / backup
• Strategic input into systems
• Development
MENTIONED THIRD
• Development
• Infrastructure management
• Transcription
• Managed print services
• Web filtering
This obviously isn’t exhaustive, as no doubt
there are things those firms outsource that
respondents couldn’t remember or didn’t
know about. But quite a bit of IT is already
being outsourced – and this looks highly likely
to grow over time.
But there is a flipside to this debate – and
it’s the only place in the survey where
respondents were keen to slip comments into
their answers (that’s what happens when you
give people free text boxes).
One respondent said: “I strongly believe that
with the right service culture, it is better to
have support in the firm, not out of it.” And
we think that it’s important to represent that
view here, because that respondent was not
alone in saying something like that.
Outsourcing has had a chequered recent
history in legal, but it seems inevitable that it
will find an ever larger place in the industry.
OUSOURCING
How likely is you firm to employ to carry out or whose primary mapping/analysis within the next How likely is your firm, do you think, to adopt ‘cloud’-based
services/provision?
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
We already have
11%
4%
30% 32%
23%
Very likely
Quite likely
Undecided
Not very likely
Very unlikely
22%
5%
35%
11%
27%
Never
14%
4%
32%
7%
43%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
32%
20% 20% 23%
Yes
No
Don’t know
55%
4%
41%
Neither
Disagree
Strongly disagree
Neither
Disagree
Strongly disagree
53%
45%
Outsourcing’s quiet revolution?

HR software, DMS and risk/compliance (equal), other
marketing tools, and then (all with just one mention)
e-billing, case management, cost recovery, KM, SDLT
and forms and time recording.
So, firms are in the cloud – and the tipping point may
be far nearer than many people think.
Better connected, but not yet present
Perhaps the greatest shift in legal, arguably far bigger
than the cloud, is a shift towards a more client-focused
way of working, and a need to create a more
distributed business – one that is more mobile, more
on-site, more physically distributed around the world,
more globalised and more team-based than before.
That requires something more than just iPads or
Citrix – it’s a world that requires technologies to help
bind the firm together and make interactions more
personal and useful. People need to share information
more, but they also need to communicate more
effectively. They need to be available – and they also
need to be able to bind their availability to a team.
All this points to a set of technologies that legal has
yet to adopt in any significant way, but if it did, it could
revolutionise how firms work both internally and with
clients – presence and unified communications. There
are now signs that legal business is starting to take
21st-century comms far more seriously.
Almost three quarters of LITL respondents say
their firms are seriously considering or piloting
desktop-to-desktop video. Over three-quarters say
their firms are considering implementing presence
technologies “that allow users to set their availability
or have management outline how their availability
is managed”. Three-quarters say their firms are
considering or conducting a pilot for unified comms.
Of course, there’s a distance between ‘considering’
and ‘doing it tomorrow’. But we were looking for
feeling and intent in the LITL survey, and in our
opinion we have found it.
OUSOURCING
COMMS
Is your firm considering technologies that have management How likely is you firm to employ someone whose primary role is
using or adopting legal
to consider outsourcing IT
Yes
No
Don’t know
73%
22%
5%
14%
8%
5%
11%
27%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
32%
5%
20% 20% 23%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
5%
20%
3%
35%
E-BILLING
COMMS
Is your firm considering of unified communications
someone whose primary role is
significantly involves process
year?
Can you deliver Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
73%
22%
5%
59%
30%
11%
42%
26%
32%
78%
14%
8%
13%
11%
Year
53%
60%
15 %
25%
5%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
5%
20%
3%
35%
E-BILLING
AUTOMATION
currently piloting
communications
employ someone whose primary role is
primary role significantly involves process
the next two years
assembly/automation
Is an e-billing solution, internal or external, your firm is likely to buy in the next 12-24 Can you see your firm using more document automation to
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
Yes
Yes
No
Don’t know
Yes
No
Don’t know
42%
26%
32%
78%
14%
8%
76%
13%
11%
Year
53%
32%
15%
25%
25%
23%
Two years
Five years
OUSOURCING
COMMS
Is your firm considering technologies have management How likely is you firm to employ someone whose primary role is
be using or adopting legal
firm to consider outsourcing IT
provision?
Yes
No
Don’t know
73%
22%
5%
14%
5%
11%
27%
4%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
32%
5%
20% 20% 23%
Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
5%
20%
3%
35%
E-BILLING
COMMS
Is your firm of unified How likely is you firm to employ someone whose primary role is
role significantly involves process
next year?
Can deliver Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
73%
22%
5%
59%
30%
11%
42%
26%
32%
78%
14%
8%
13%
11%
60%
15 %
25%
5%
20% Very likely
quite likely
Undecided
Not very likely
Very unlikely
38%
5%
20%
3%
35%
E-BILLING
AUTOMATION
currently piloting
communications
primary role significantly involves process
the next two years
automation
Is an e-billing solution, internal or external, your firm is likely to buy in the next 12-24 months?
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Yes
No
Don’t know
Don’t know
42%
26%
32%
78%
14%
8%
76%
13%
11%
Year
53%
32%
15%
25%
25%
23%
Two years
Five years

Legal_IT_Landscapes_2015

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