Peer to Peer Magazine

P E E R T O P E E R : I L T A ' S Q U A R T E R L Y M A G A Z I N E | S P R I N G 2 0 1 9 51 W e feel your pain. Just when you think you've got a handle on all of the news affecting the legal technolo community, another major announcement drops, and you need to adapt. Consider the most recent topics gaining attention. The sale of LexisOne to SA Global, speculation about the roadmap for your PMS, the sunsetting of your CRM, and the launch of the latest and greatest pricing tool – what's next? In addition to all of this breaking news, firms are still dealing with the remnants of the Great Recession. Flat demand, alternative providers, and the use of in-house legal counsel are putting intense pressure on firms to win profitable new work. Because of these market forces, making decisions about your technolo investments to stimulate the long-term success of the business has never been trickier or more nuanced. Firms need to balance competing demands across functional areas like finance, HR, IT, and marketing with the requirement to drive profitability while trying to anticipate how the software landscape may change. Maintaining your footing amidst all of this upheaval can be quite challenging. However, you can do some things to mitigate risk. Through the right technolo planning B Y N O R M M U L L O C K A N D M I C H A E L W A R R E N and taking a unified approach to technolo decisions, your firm can serve the functional needs of the business while supporting its strategic goals, regardless of what the news of the day may bring. Mitigating risk through better technolo planning The use of technolo in the legal industry has exploded. Firms need to contend with the usual suspects – practice management systems (PMS), enterprise resource planning (ERP), customer relationship management (CRM) and business intelligence (BI). Now artificial intelligence (AI), machine learning Standing Strong in a World of Technolo Sea Change F R O M A N S M E P E R S P E C T I V E

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