Zycus recognized as a ‘Strong Performer’ in The Forrester Wave™: Contract Lifecycle Management, Q2 2023  Read More

Defining the Change Management Process while adopting Legal Tech

General Counsels, legal teams, CFOs, CPOs, CSOs are all drivers of change in any organization. They identify the change, analyze its impact, and then they plan, evaluate, and communicate. A full impact analysis is essential to determine how these changes will affect the system, the approval process, and compliance with other processes. Not all changes are about driving efficiency. Enterprises adopt changes to get better engagement from the attorneys and build a sense of community, etc.

The best way to provide a fresh perspective into the method of incorporating legal tech in your enterprise is through the steps listed below:

  • Identifying Stakeholders – Identify a team and be as inclusive as possible. If the team is getting too big, break it into a core team and the entire team. Ensure that you have your stakeholders as part of this team.
  • Defining Business Requirement – Have a well-defined plan that matches the expectations of all the stakeholders. This document should be passed on to the vendors. The vendor should know what features the team is looking for.
  • Bench-marking Market Search – Evaluate a few vendors and carefully finalize the candidates who provide the technology and suit the needs of your organization. With a growing number of legal tech vendors, it’s hard to shortlist a single one based on the information available. So, it is important to identify the right providers for which a thorough, stakeholder, and third-party reviewer’s recommendations and involvement is kicked off.
  • Testing – After a thorough examination, an RFI should be issued. The new legal tech should be tested. This will help in weeding out the providers that don’t fit the minimum expectations. It will also provide a glimpse of what is out there in the CLM or legal tech space.  At this stage, the enterprise will know exactly which vendor suits their interests and provides the best technology.
  • Contract Execution – Finalize the deliverables and terms of the contract along with the pricing after consultation with the management.
  • Implementation – Go live with the technology along with training and upskilling the workforce.

The benefit of using this methodology is that the communication between various stakeholders increases. This helps the team to address every concern of all the people who will be benefiting from the new legal tech. More communication, more is predictability in the change management process, and better is the collaboration that one gets. The amount of noise and the level of uncertainty is reduced.

The stakeholders who incorporate these changes need to first identify the benefits of that change. These points should be carefully laid out in front of the people who are going to be directly affected by the change. There are usually two major responses to the change. The ones who really enjoy technology and are not afraid of change, are very collaborative. It is easier for them to adjust to change.

The other group is the exact opposite. These people lack the resources and knowledge to adapt to change. Consequently, it is the responsibility of the major stakeholders to keep these things in mind and ensure how to upskill this group and bring them into the fold.

Upskilling the force is an essential part of the change management process but especially in an environment, where everyone is working from home, reaching out to people is a challenge. Whether you do live training or you have videos are different, like you\’re rolling out projects, and you have, maybe you have a quick start guide, they\’re just so many different ways to communicate. And it is so important just to keep a pulse on what\’s happening.

Planning is a live dynamic function. Implementing a new technology may have been defined by a process but the process needs to be evaluated constantly.


Willam Dyer is the Regional Vice President at Zycus, a leader in the Forrester Wave for Contract Lifecycle Management. William has spent more than a decade advocating CLM solutions for enterprises across geographies, making him a domain expert. He has successfully delivered ROI to numerous clients comprising legal leaders for Fortune 500 companies spanning different industries. In this stint in Zycus, his mandate is providing value and making a business case for global enterprises in the scope of a sales leader. His attention to detail and product expertise makes him the go-to person to strategize go-to-market plans.
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