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of implementation (principle #2). Whatever you focus
on, focus exclusively on that; don't chase several groups,
run yourself too thin, and not have any sense of what
actually worked (principles #3 & #4). Lastly, take care to
ensure that clients have absolutely everything they need
to succeed (principle #5).
In many cases, the battle is not in convincing but
in implementation. If a technolo is any good and fairly
mature, most people you show it to will agree that it is
better. From that point, success is in your hands. Victory
yours to lose.
Applying these principles to the legal market, I
highly doubt that lawyers are "finally coming around to
legal innovation" because they now "see the light" in some
way. Recall that each segment on the bell curve in Figure
1 represents a worldview. It is highly unlikely that people
en masse are radically changing their relationship to
technolo. (Have you?)
Technolo is merely the current easiest-to-adopt
method of meeting current challenges. Market pressures
are one thing, but there are more ways to improve
operations than new technolo. As technolo enters the
mainstream it must be made increasingly easier to adopt in
order to continue being successful.
Though it is tempting to look at legal innovation as
a new world where the rules of the game are changing,
remember that law is not the first industry to undergo
technological change. Innovations will not diffuse in any
uniquely lawyer-esque fashion. Not aligning yourself with
the right principles is "the difference between attempting
to fly by strapping feathers to one's arm and flapping
versus designing systems that harness the power of
Bernoulli's principle and the concepts of lift, drag, and
resistance." If we are to have any success in changing law
firms we must be disciplined. ILTA
"This isn't rocket science, but it does represent a
kind of discipline. And it is here that most high-tech
management shows itself most lacking."
– Geoffrey Moore
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