At 8am we talk to law firms all the time about their operations. One feeling that gets expressed time and time again is exasperation with current technology setups that leads firm owners to think, “Surely there’s a better way than this.”
Operational issues can be particularly tough to spot for firms where things seem to be going quite well on the surface—everyone is busy and revenue is coming in steadily. But even in successful firms, there may be hidden inefficiencies related to poorly designed processes and over-complicated systems that cause revenue to slip through the cracks.
The good news is that these challenges can often be addressed with the right set of actions and a commitment to change, leading to meaningful long-term benefits for the firm.
Three friction patterns that signal it’s time to change
Every firm is different, but you may identify with one of these three common friction patterns that can hold back growth.
“I’m spending too much time context switching between systems.”
This issue is most common with attorneys just starting their own firms, who often use separate tools—such as Dropbox, Docusign, and other standalone solutions—for different tasks, without a central system connecting them. This fragmented setup can lead to unnecessary lost time when searching for information across systems.
“I’m expanding to a new practice area, and my current system no longer works for me.”
Sometimes firms start out with a legal practice management (LPM) solution designed specifically for one practice area. As they start to expand to support other practice areas, firms often need an LPM that can handle a wider range of workflows and operational needs across the firm.
For example, a firm focused on immigration law may adopt 8am DocketWise to support immigration-specific workflows such as multilingual intake, form preparation, and e-filing. As that firm grows into additional practice areas or broader operational needs, having access to connected solutions within the same ecosystem can make that transition much easier.
Some specialized platforms aren’t built to scale beyond a single practice area, but a complete legal practice management solution like 8am MyCase can help growing firms centralize case management, billing, client communication, and operations without having to start from scratch with a new platform.
“My system is too oversized for my needs.”
At the other end of the scale, firms may over-invest in software that is far more complicated than they need. This can lead to excessive time spent on data entry and custom workflow setups. If you feel like you’re spending more time on admin than case work, you may be experiencing this issue.
Questions to ask before you evaluate practice management software
Once you decide to evaluate practice management software, be prepared to explain your day-to-day operations and what you’d like to change with each vendor. Here are some other questions you might want to consider asking:
Can you show me how the billing, invoicing, and trust accounting process works in your software?
Cash flow is the lifeblood of your firm, making it critically important that you like how this process is set up.
Is this software designed to be used by everyone at the firm?
When staff don’t like a tool, they can turn to creating their own “shadow” processes. Knowing a tool is easy to use for all staff members will make it more likely to be adopted.
Can you show me what the experience will be like for my clients?
This software needs to work both for your team and your clients.
How does this tool connect to other software that I use?
It’s best to ask this early in the evaluation process so it’s not a blocker later on.
What AI capabilities does this software have, and how are they priced?
AI can be a great efficiency enabler, but it's important to know if it will cost extra.
How long will it take me to get up and running?
This helps set realistic expectations about when you will have the new solution fully implemented and operational.
What “good” looks like when your systems are working
Once you’ve selected and implemented new practice management software, the next step is to measure how well it’s working compared to the previous status quo. There are some tangible ways you can measure this. Start by asking yourself two key questions:
Do you now have a central place where knowledge can be easily stored and shared?
Do you spend less time context-switching between separate systems?
There are also more intangible measures of success that will look different for each firm. For some, success could mean taking on more work with the same number of staff. For others, it could mean getting to leave the office early every Friday afternoon. That’s why it’s so important to articulate your vision for what your future state should look like, so your vendor can work with you to make that a reality by enabling smoother operations for your firm.
Regardless of how you define success, your goal is to gain time, create more revenue opportunities, and feel confident that you’re getting a strong return on investment.
How to measure the ROI of a software change
The law firms that are the most satisfied with their new tech setup are usually the ones that can quantify and measure how much the change has positively impacted their business. To help your firm feel confident about the benefits of your software changes, following these steps may help:
Step #1: Start by looking at the status quo, and take some time to record metrics for your current operations. Specifically, it's helpful to document answers to questions like: How long does it take to receive payment after an invoice is sent? How many cases do you handle a month? What is your typical billable vs. non-billable work mix for each staff member (realization rate)? This baseline assessment will be incredibly valuable when you move to the next step.
Step #2: Track and record how much time it takes to complete tasks using the new software. There should hopefully be a noticeable reduction in time spent collecting payments, along with more staff time being directed toward billable work rather than administrative tasks. This gives you a clear comparison between your new performance metrics and your original baseline, making it easier to assign measurable time and revenue value to the improvements. See our law firm KPIs guide for more details on measuring productivity, profitability, and operational efficiency.
Step #3: Some signs of positive change may take several months to become noticeable. Over time, you may find that your colleagues seem happier and more focused on achieving strong case outcomes while also maintaining a healthy work/life balance. Staff who feel less stressed and more supported are often more likely to stick around longer.
See what’s covered in the full episode
This blog post touches on some of the main things to consider when choosing a new legal practice management solution. In the MarketCrest Podcast with Scott Berry, we were able to talk more in depth about firm growth, common challenges, and how to get the most out of meeting with software vendors. For more examples and insights on how firms can select the right tools to help them grow, you can check out the podcast here.
Aisling Conroy is the Senior Competitive Intelligence Manager at 8am, based in Long Island, New York. In her role, she tracks the latest market developments across the legal and payments industries and supports the product, marketing, and sales teams at 8am.