LawHawk Blog

We’ve been big fans of digital signing for more than 7 years, starting to use and recommend it after we got to know the team at Secured Signing in 2017. I wrote a blog about it at the time: Digital signing for lawyers – Secured Signing and LawHawk Join Forces.

In 2020, when COVID hit, lawyers were suddenly challenged to work out how to sign documents electronically, and I was asked to participate in a webinar for the New Zealand Law Society on short notice. I believe more than 3,500 lawyers attended the webinar (by far my largest audience on a webinar!). We demonstrated a Secured Signing digital signing workflow, and I involved my 10 year old daughter to show how simple it was. I mustn’t have done a very good job, as people commented that they thought it looked too hard for lawyers to learn, and I don’t believe there was any major uptake. Many lawyers instead watched each other sign documents with pen and paper via video call and swapped counterparts later.

Things are changing, though.

At the risk of over-disclosure, over the past 6 weeks, I have lost quite a lot of weight. There is a work related aspect to this post - I'll get to it! 

Despite being fairly active last year, I couldn’t shift the additional weight I’d picked up. No matter how much I ran, I couldn’t lose the weight.

Towards the end of last year, I bought a new suit in a larger size because my old suit no longer fit me and I couldn't see a way back to it. I just assumed that my metabolism had slowed down, and this was the new reality.

However, over Christmas, our son told us how he had slimmed down while building his strength using the MyFitnessPal app. Tell me more I said…

One of the things we regularly see legal teams grapple with is when to put their legal automation solution into live use.

Having done the hard yards of reviewing and refining their documents and the process, having it automated to a high standard, and having done a fair amount of testing within the legal team and with some key users, there is often a feeling that still more needs to be done before setting it live.

I’d encourage you to consider the benefits of putting it live earlier.

We got a new TV!

Last year we finally replaced our TV.

The previous TV was state of the art when we got it. It had a great picture – 3D! -and did the job well, until it didn’t. The change wasn’t immediate. The picture progressively degraded to the point where visible lines ran down the screen. We stopped noticing, but it would have stood out immediately to visitors. We were watching high-definition movies, but they looked like rubbish. The “smart” apps weren’t updated, and we had to use our phones and Apple TV to get to anything useful.

We could have replaced it at any time for little money, but we didn’t, and I can’t really explain why in logical terms.

When we did buy a new TV, it was all done within a day, for a fraction of what we previously paid. The new TV offers so many benefits in terms of connectivity with all the other apps we regularly use.

We really should have done it years earlier, but our mindset was that it was still going, so we’d keep using it until it literally died.

This happens in law firms and legal teams, too

Like many involved in legal automation, we initially started with a focus on document automation.

This was the particular pain point we had experienced as banking and corporate lawyers ourselves, and we were looking for a way to draft complex legal documents much more quickly and with fewer errors.

When we set up LawHawk eight years ago, there weren’t many options for broader workflow automation, so most initial projects were limited to document automation. Even so, it was common for our projects to deliver 75% or more time savings when drafting individual documents, and potentially much more when delivering packages of documents. This could often translate to several hours of time savings for drafters per matter.

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.

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?

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:

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.

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: