P2P

29 I L T A N E T . O R G the dream. Keeping that spark alive is really where the grassroots engagement starts to happen. That engagement requires meeting your end users where they are (not where you hoped they would be or wished they would be), agreeing on where the dream is, and guiding them so that they can move forward. Of course, with any technological implementation, there will likely be a few bumps in the road or some unexpected detours. Moving forward doesn't mean that priorities can't change. But if there is a change in priority, that needs to be clearly communicated so that everyone is on the same page – and no one is confused about what's in it for them. Say It with Numbers As everyone is marching towards the desired business outcomes, you'll be well served if you can tie those outcomes to OKRs (objectives and key results) or KPIs (key performance indicators). For example, let's revisit our earlier selection of typical desired business outcomes within law firms. Attaching OKRs or KPIs to a typical goal like increasing productivity might enable a firm to show that rolling out new technology has enabled them to reduce the time required to review contracts by 20%. Likewise, OKRs or KPIs might show that they have made headway towards a goal of reducing costs – and thereby fattening their bottom line – by reducing review costs by 30%. Maybe OKRs and KPIs will show progress towards a top-level goal around employee satisfaction by revealing an increase in employee satisfaction scores of 15%. At a time when employees are leaving their jobs left and right, few results could be more impactful. At the end of the day, using numbers to demonstrate bottom line impact is the clearest way to not just let someone know "what's in it for them", but to show them – demonstrably and unequivocally. No Square Pegs, Please When it comes to successful change management as part of rolling out a new piece of technology within a legal setting, it pays to think about the desired outcomes that the business wants to achieve, and then really tie it to what works best for your professionals. In other words, you can't fit a square peg into a round hole, and you can't deploy technology within a vacuum. For best results, you have to do the work of truly understanding what matters to your end users and how improving their daily workflows can improve overall business outcomes for the firm as a whole. If they make this effort, law firms will never be stumped by the question of "what's in it for me" when embarking on a new technological chapter – and they'll be sure to experience greater success and ROI as they move forward. ILTA Natalie Alesi is Global Senior Director of Customer Success at iManage. With over 20 years in legal and Saas/Xaas technology in both customer facing and senior leadership roles, Natalie brings a wealth of experience towards building and executing strategic customer success and experience initiatives.

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