Digital White Papers

I L T A W H I T E P A P E R | K N O W L E D G E M A N A G E M E N T & M A R K E T I N G T E C H N O L O G Y 23 capabilities of the technology, what is actually needed by the practice, or likely a combination of the two. Avoid using any of the new industry buzz words, such as "AI", "machine learning", "smart …", or "innovation" and its many synonyms. All of these words carry their own baggage in this industry and lead users to make assumptions about the products' efficacy, assumptions that rarely prove true. Generally speaking, most of the legal technologies attracting these buzz words are truly excellent at executing certain defined processes. But, those technologies rarely are excellent outside of their defined processes. For example, AI-assisted contract analysis technologies geared to expedite large due diligence exercises (and many excellent ones do exist), should not be expected to expedite a discovery exercise to the same level of excellence, even though the tasks involved seem very similar. Tell users what the technology will and will not be used for and why to prevent false assumptions and possible disappointment. Finally, consider sharing the communications plan with the organization's leadership before putting it into practice. This helps ensure that leaders understand the messaging and have questioned both the proposed content and delivery. Engaged leaders will thoroughly investigate the technology's and related messaging's merits and limitations. While somewhat uncomfortable at times, the investigation will only help sharpen the communications plan and secure the most influential individuals' endorsement. Winning users should be much easier if their leaders are delivering a well-considered, coherent message. In Closing Projects to implement legal technologies are always interesting. They provide rewarding work that many do not anticipate encountering in law. Legal technologies are incredibly powerful when implemented correctly and can fundamentally change the way lawyers practise. So, give projects their due time. Never take lightly any change to the way lawyers practise, and carefully consider the potential issues that change may bring. Set out a considered and detailed project plan, and set goals for the project that can be measured. Staff the project team with diverse skillsets, and interested personnel. Get your house in order before you begin. Do not shy away from the tough questions, often related to money; rather, confront them head-on and develop an agreed strategy with the affected practitioners. Doing these things may not guarantee success, but will make success far more likely. ILTA Andy McDonnell is a Legal Solutions Architect at McCann FitzGerald and is a dedicated Knowledge Management professional and valued ILTA Volunteer. In 2020, he won the International Legal Technology Association (ILTA) Young Professionals to Watch Award.

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