If you are an ActionStep customer or are considering ActionStep as an option to replace your legacy practice management system, you will likely be very interested in a number of new options that are available for ActionStep customers to create the type of complex legal documents that law firms are going to need to be able to create in an era when anyone will be able to access some form of AI to create documents. Differentiation in this area will be increasingly valuable.

The ability to create more complex legal documents has been a key gap in most practice management systems we have looked at. While most practice management system providers market their solutions as having document automation, it falls far short of what we know is possible with specialist tools. Being able to merge names, addresses, and dates is not advanced document automation!

We can see that ActionStep now has at least three good new options, which should be a strong differentiating factor for firms considering a switch. Even if you’ve looked at ActionStep before and it wasn’t the right fit at that time, it may be time for a fresh look.

Topics: Document Automation, Legal Technology, Document Assembly, Law Firm Management, HotDocs Advance, Legal Automation, Matter Management, Law Firm Strategy, Law Firm Profitability, HotDocs, NetDocuments, ActionStep, PatternBuilder

One of the most interesting things I got from the recent World Commerce & Contracting Summit in Sydney was the report and session run by Dr Sara Cullen of Cullen Group on my Contract Management Style profile. If you haven't done one before, I recommend it.

My results are above, showing how I compare to the average person.

I wasn't particularly surprised that I scored highly for my focus on the relationship development, problem-solving, entrepreneur and scanner categories. They are all things that we have had to focus on when looking to build and grow a new business that intersects complex legal and compliance workflows with fast-moving technological advances. The need to talk to people, understand their problems, and match them to technologies that can solve them is constant – and what I enjoy.

I did pause to think about my relatively low scores for Organizer and Protector and whether those are things that I need to score more highly on.

Topics: Document Automation, In-House Legal, Digital Signatures, Compliance, Legal Automation, Email Management, Legal Operations, Contract Management, Knowledge Management

The 2024 World Commerce & Contracting APAC Summit on 12 and 13 August was a great reminder of the importance of contracts in everything we do and the need to create more value in our contracting.

Topics: Document Automation, Legal Technology, In-House Legal, Self-Service Legal Automation, Legal Automation, Email Management, Legal Operations, Contract Management, Knowledge Management

Although HotDocs Advance has been out for around five years, I know many organisations have not yet migrated across from HotDocs Classic.

There are many reasons for this, including:

• not understanding HotDocs Advance's full potential to go further than Classic and create more valuable solutions. With the world's most powerful document automation solution, you can do better-quality work much faster. You can support more clients without the cost of adding more staff, and you can charge higher fees for less time.
• Accessing HotDocs Classic via an integration such as ActionStep, where an integration with HotDocs Advance has not, until recently, been easily available.

However, from what I have observed, many more practical issues hold firms back. I summarise these and options for dealing with them below. For firms that are using ActionStep and who would like to integrate with HotDocs Advance, I share an exciting update on that below as well.

Topics: Document Automation, HotDocs Advance

The best conversations I have with law firms tend to have little to do with technology, as there are more fundamental things that need discussion first.

Technology can be a great enabler, but only if it aligns with the law firm's business model, and how the firm creates and captures value.

That’s why I'm always keen to understand what a firm does and how it charges for its services. If they are still charging by the hour, it will make little sense for them to invest in the type of solutions we specialise in delivering, which aim to remove as many hours of time from the job as possible.

If the firm's costs (mainly premises and staff) are largely fixed and they don't have a marketing strategy to get more clients for their distinctive solutions, there's a high chance with an hourly rate billing model that they could end up doing the same amount of work, for the same clients, faster and for less money! Why would the firm want or pay for automation?

Topics: Practise of Law, Future of Law, Legal Technology, Law Firm Management, Legal Automation, Legal Operations, Law Firm Marketing, Law Firm Strategy, Law Firm Profitability, Law Firm Pricing

In my last post, I discussed the importance of value pricing in a firm's decision to use legal technology and reap its benefits.

However, how does a firm move quickly from time billing to value pricing while avoiding the pitfalls and mistakes others have already made and which are easily avoidable?

Don't just make it up through trial and error – get external help from experts.

Resources that can help firms move to value pricing

There are a lot of pricing consultants in the market, and I've also noticed that many are also starting to position themselves as value pricing experts despite largely having built their reputations on helping firms refine hourly billing models.

If you're interested in these ideas, I recommend looking first at people who have been living and breathing value pricing since well before it was cool. Some particular people that I recommend are:

Topics: Practise of Law, Future of Law, Legal Technology, Law Firm Management, Value Pricing, Law Firm Strategy, Law Firm Profitability, Law Firm Pricing

Last week was interesting in terms of both doing a lot of automation work, while also discussing potential approaches to new projects with prospective customers.

Topics: Document Automation, Legal Technology, In-House Legal, Law Firm Management, Automated NDAs, Legal Automation, Legal Operations, Contract Management, Productivity

The problem

We often come across people who have some form of existing automation solution in place, but it isn’t meeting their needs and they aren’t sure what to do about it.

They have potentially invested a lot of money already in the existing solution, so there’s a large sunk cost that is in their mind.

Of course, the best thing to do is to ignore sunk costs – what's done is done - and to focus on what is the best decision from here on. Easier said than done, but still necessary!

Reasons

There could be a number of reasons why the existing solution isn’t meeting needs. These could include:

Topics: Document Automation, Legal Technology, In-House Legal, Law Firm Management, Digital Signatures, Legal Automation, Email Management, Matter Management, Legal Operations, Contract Management, Law Firm Strategy, Knowledge Management

In legal automation, the most important thing is actually getting started and finding an initial project to get going with. Too many legal teams think about it, and think about it, and never actually start.   But where do you start? 

Topics: Document Automation, Legal Technology, In-House Legal, Document Assembly, Self-Service Legal Automation, Automated NDAs, Legal Automation, Legal Operations, Contract Management, Productivity

Research by Deloitte in their In-house Insights Report “Trusted navigators in complex and challenging environments” prepared in response to a September 2022 survey of New Zealand's in-house legal community, showed that keeping up-to-date and compliance with legal, regulatory and government policy updates was the number one issue that legal teams are concerned about.

Regulatory compliance has become increasingly onerous, but in my view, traditional methods of managing compliance are no longer fit for purpose as a means of keeping up.

Topics: Legal Technology, In-House Legal, Self-Service Legal Automation, Compliance, Legal Automation, Legal Operations, Productivity