In a revealing Platforum9 session, Marco Imperiale, former head of innovation at a magic circle firm and current legal wellbeing consultant, offered a compelling perspective on why the legal profession’s technology challenges are fundamentally human rather than technical.
The Music Industry Parallel
Drawing from his background in entertainment law, Imperiale highlights a striking parallel with the music industry’s transformation: “1999 was the peak year for the music industry… Then Napster comes, and the way people perceive the value of music radically changes.” This shift took 17 years to stabilise, suggesting similar fundamental changes ahead for legal services.
The Real Technology Challenge
“If I am stressed… and I’m not sleeping because of M&A, and I’m not sleeping because of the Big Four rising, and I’m not sleeping about big retention concerns. The last thing I want as a lawyer is tech right now.” Imperiale explains. This candid observation cuts to the heart of why many legal technology initiatives fail – they often ignore the human element.
The 10x Rule for Legal Tech Adoption
Imperiale reveals a crucial insight for legal tech vendors: “You can be successful with a 10 to 1 return. If you make 10 times, not less, 10 times that specific function… better, there’s a chance that you will adopt.” However, he emphasises that the entry point isn’t technical superiority – its human impact: “Does this thing, this tool, lower my stress? If the answer is yes, that’s a good tool.”
The Innovation Paradox
A fundamental tension exists within law firms: “100 law firms have 100 different concepts of innovation.” This diversity creates challenges when implementing change. Innovation teams often push for technology adoption while equity partners, who control the purse strings, may resist. As Imperiale notes, “If I’m bringing in the millions every year, I am the one with the last word.”
The Path Forward: Incremental Change
Rather than dramatic overhauls, Imperiale advocates for incremental improvement: “Working 1 percent better every week.” He compares it to marathon training: “You start running two miles. And then the week after is 2.2… You’re not shifting from A to B, but you can care 10 percent more or 5 percent more… every month about your people.”
The Role of Purpose
“The first thing is reflecting on the purpose. Why are you there? Are you there for the money? Are you there for the prestige?” Imperiale emphasises that understanding individual and organisational purpose must precede technology adoption. This reflection helps guide decisions about which tools truly serve the firm’s mission.
Key Success Factors
- Identify an “evangelist” within the firm who believes in the change
- Focus on stress reduction rather than feature sets
- Limit the number of tools – some firms have cut from 40+ to just three core technologies
- Align technology adoption with human capacity for change
- Build sustainable practices that consider wellbeing alongside efficiency
Looking Ahead
“This is an avalanche that is coming,” Imperiale warns about technological change. However, he sees opportunity in the chaos: “It can be a great advantage for you because a lot of players will be out of the market soon. But it can be your biggest curse.”
The key to survival isn’t just choosing the right technology – it’s creating an environment where both technology and humans can thrive. As law firms navigate this transformation, success will likely come to those who remember that technology is indeed only the tool, while people remain at the heart of legal service delivery.
