All aboard

The legal profession is known for its deep-rooted traditions and adherence to precedent. This steadfast commitment to conventional practices, while a strength in many respects, presents significant challenges when it comes to adopting new technology.

Solicitors, like many other professionals, must embrace digital transformation to remain competitive, enhance efficiency and improve client services. However, the process of onboarding is fraught with obstacles that range from resistance to change and security concerns, to regulatory compliance and training difficulties. 

This article explores the challenges law firms face in integrating solicitors into new technological platforms, the reasons behind these difficulties and potential solutions to ensure a smoother transition into a more tech-driven legal landscape.

Key challenges

As the co-creator of a professional services technology, Prospector PRO AI, I am part of a cohort that was carefully selected to engage in this year’s Lawtech Scaler programme. A significant collaborative effort involving CodeBase, Legal Geek and the Ministry of Justice, the initiative aims to support participants with the unique challenges posed by technology in the legal sector.

The 2025 programme began in January and proved to be invaluable. During a series of information-packed sessions, we explored various barriers to digital innovation – not least the difficulties of onboarding firms and individuals into new technologies. Out of these discussions, the following issues emerged as the key barriers to adoption:

Cultural and organisational barriers

Culture appears to be the number one challenge. On more than one occasion during the Scaler programme breakout sessions, the overriding opinion was that you ignore culture at your peril. 

Law firms have a unique organisational culture that can either facilitate or hinder technological adoption. Some cultural barriers include:

• Top-down resistance: Senior partners or firm leaders who are sceptical about technology can slow down adoption efforts.
• Lack of internal digital leadership: Without strong leadership advocating for a digital transformation, initiatives will lose momentum and fail.
• Generational gaps: Younger solicitors may be more eager to adopt technology, while older professionals may be more resistant (knowingly or unknowingly).

Resistance to change

Aside from culture, one of the biggest barriers to technological adoption is resistance to change. The primary reasons for this include:

• Comfort with traditional practices: Many solicitors have spent years, if not decades, refining their methods of working. Introducing new technology disrupts this familiarity.
• Fear of the unknown: Solicitors may be concerned that new technology will complicate, rather than simplify, their workflow.
• Lack of immediate benefits: Legal professionals work in a results-driven environment. If the benefits of new technology are not immediately apparent, solicitors may be unwilling to invest time into it.
• Scepticism toward technology: Some solicitors may doubt the efficacy of digital solutions, believing that human judgement cannot be replaced or augmented by software.

Training and learning curve

Another challenge is training. Barriers include:

• Time constraints: Solicitors often lack the time to engage in lengthy training programmes that may be designed around a one-size-fits-all approach.
• Complexity of new systems: Some legal technologies, such as research tools powered by artificial intelligence (AI) or document automation software, can be complex and require a steep learning curve that time-bound solicitors and their team may not be able to commit to.
• Limited IT proficiency: While younger solicitors may be more tech-savvy, many experienced professionals are not as comfortable using advanced digital tools.
• Creating new habits: According to behavioural change thinker Dr Phillippa Lally, it takes 90 days to form a new habit; and yet, if Ebbinghaus’s ‘forgetting curve’ is to be believed, it only takes 24 hours to forget approximately 66% of new information. New information slips out of our memories rapidly – unless action is taken to keep it there. The creation of new habits to embrace innovation will not be easy in a busy legal environment.

Security and confidentiality concerns

The legal profession handles sensitive client information, making security and confidentiality paramount. Many solicitors hesitate to adopt new technology due to:

• Cybersecurity risks: With the rise in cyber threats, solicitors fear data breaches, hacking or loss of confidential client information.
• Data privacy regulations: Compliance with data protection laws, such as the General Data Protection Regulation in the UK and Europe, adds another layer of complexity.
• Third-party risks: Cloud-based solutions often involve third-party providers, which may raise concerns about who has access to confidential information.

Integration with existing systems

Many law firms already use legacy systems for case management, billing and legal research. Transitioning to a new system often comes with integration challenges, such as:

• Compatibility issues: New technology must integrate seamlessly with existing systems to avoid inefficiencies. 
• Data migration challenges: Moving large volumes of legal documents and case files from old systems to new ones can be a cumbersome process, requiring excellent project management skills.
• Software downtime: Any disruption to existing workflows can lead to delays in client service and lost revenue.

Regulatory and compliance challenges

The legal industry is highly regulated, and any new technology must comply with professional and ethical standards. Challenges in this area include:

• Adhering to legal ethics: Solicitors must ensure that the use of technology aligns with ethical guidelines, such as client confidentiality and duty of care.
• Regulatory approval: Some technologies may require validation from regulatory bodies before they can be used in legal practice.
• Risk of non-compliance: If technology does not meet legal compliance standards, firms may face penalties or legal consequences.

Cost of implementation

Law firms must consider the financial implications of onboarding solicitors onto new platforms. Costs include:

• Software licensing fees: Usually, legal tech solutions require ongoing subscription fees.
• Training and support costs: Firms must invest in training programmes and continuous support to ensure successful adoption.
• Infrastructure upgrades: Some technologies may require hardware upgrades or new IT infrastructure.

Strategies for overcoming challenges

While the obstacles to onboarding solicitors into new technology are substantial, they can be mitigated through a well-planned strategy. This could include the following actions:

• Cultivate a ‘digital-first’ culture and have this openly discussed in partner and staff meetings.
• Foster an environment of continuous innovation, where solicitors and staff feel empowered to discuss and propose new tools and methods.
• Create recognition and reward systems to motivate people to actively contribute to the firm’s digital transformation. 
• Continually identify proven innovations in the marketplace.
• Internally communicate the advantages of adopting new technologies. 
• Emphasise that everyone is part of the transformation.
• Involve employees early in decision-making processes related to change. 
• Recognise engagement is crucial for ensuring ‘buy-in’.

Buy-in is the vital component of any successful strategy and should be prioritised as early as possible to ensure innovation is effectively embraced by staff.

Choosing an effective training programme

There is a saying: start with the end in mind. When it comes to embracing innovation, it is crucial to prioritise your training programme. What is possible within the operational shape of your firm?

From my experience as a vendor and procurer, appointing internal tech champions is the key to helping colleagues adapt to new digital tools. It is essential to empower these internal coaches, as they will alleviate some of the burdens that come with implementation. While vendors will claim to offer excellent customer service, it will be the insights from your champions that will support effective change during the innovation process.

When you reach out to your potential vendor to learn about available resources, align their ‘off-the-shelf’ approach with the tech champions that you already have. The job of the vendor is to help the internal team adapt the programme to the user environment.

Aim for a hands-on, interactive approach to training, rather than relying on passive self-service methods. (In fact, self-service training and support processes receive more negative feedback than any other format.)

Something that came up repeatedly during the Lawtech Scaler sessions was the importance of testing new technology on a small scale before a full rollout, as this allows you to evaluate the effectiveness of your training programme ahead of implementation. It is far better to implement a smaller pilot and identify bugs early. 

Do not make the assumption that timelines that worked in other contexts will apply to your situation. Your training programme will be most effective when paired with a phased implementation plan. This approach minimises risk and enhances the overall training experience. 

Additionally, it’s important to emphasise the necessity of ongoing support and refresher courses. You should also avoid the misconception that a one-size-fits-all, single-attempt approach will successfully guide your practice into innovative technology. A well-structured training programme serves as the foundation for building a culture that embraces change.

Vendor selection 

When it comes to onboarding, a crucial factor is selecting the right vendor. It is a major consideration to align the approach of the vendor to the culture of the practice. Defining and understanding the specific training programme your practice needs to embrace innovation will make or break what happens.

Begin with technology that is already compatible with your current infrastructure. Focus on solutions that may not offer the most significant benefits but promise minimal disruption. While every practice aims to maximise advantages, it is important to assess whether yours is prepared to achieve that. If you are not culturally aligned with innovation and there has been insufficient reflection on the necessary training, then seeking the latest solution will only lead to frustration.

It is important to question potential vendors thoroughly and carefully. Ask if they have examples of their technology being successfully integrated into practices similar to yours. By minimising disruption, you set the stage for a smoother transition.

Before investing in new technology, ensure that there is a suitable framework in place for effective onboarding. If the culture and onboarding environment are not conducive to change, the benefit of the innovation will become irrelevant – it will likely fail and could hinder any future technological advancements your practice wishes to pursue.

Conclusion

Onboarding solicitors into new technology presents numerous challenges, but the long-term benefits far outweigh the difficulties. By addressing resistance to change, ensuring proper training, prioritising security and fostering a culture of digital adoption, law firms can successfully integrate new technologies into their operations.

In a rapidly evolving landscape, firms that embrace technology will not only enhance efficiency and client service but also gain a competitive edge in the market. The key to success lies in strategic implementation, ongoing support and fostering a forward-thinking mindset among solicitors.