In an earlier post, I suggested that customers should focus more on the relationship with their suppliers and less on the current technology features. Because requirements are changing so quickly, the supplier must be able to keep up.
A great relationship should not just be reactive. A good supplier will understand and care enough about the customer's business and changing requirements to proactively suggest improvements that the customer can adopt to get even better results.
Topics: Document Automation, Procurement, Legal Technology, In-House Legal, Digital Signatures, Legal Automation, Matter Management, Legal Operations, Contract Management
One of the challenges in legal process automation projects is that it can be hard to figure out the current process and agree on what it ideally should be.
In many legal processes, there is no written process map at all.
Topics: Document Automation, Legal Technology, In-House Legal, Legal Automation, Email Management, Legal Operations, Contract Management
A lot of technology is bought and sold based on how many features it has.
Vendors are certainly responsible for a lot of marketing, emphasising all their features while simultaneously claiming that their solution is incredibly simple and intuitive.
Buyers, especially those going through formal procurement processes with RFPs, massively overcomplicate things by including spreadsheets with tens, if not hundreds, of requirements.
At some point, everyone loses sight of two of the most important things:
Topics: Document Automation, Legal Technology, In-House Legal, Compliance, Legal Automation, Matter Management, Legal Operations, Contract Management
The longer I've been working with legal technology, the more convinced I am that customers should be looking for relationships, not technology or particular solutions.
What do I mean?
Topics: Document Automation, Legal Technology, In-House Legal, Legal Automation, Matter Management, Legal Operations, Contract Management
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