How can we articulate the value of technology in helping meeting client expectations and improving the bottom line? In this session, the speakers discussed this and more.

-There is a  perception by some attorneys that technology is a cost of business and, specifically, only a support function. Where do you think this stems from?

-Based on this perception, each of you have likely identified strategies to convince attorney and leaders that technology is more than simply a cost of doing business. What strategies have you employed or seen others employed to convince attorneys of the benefit of technology?

-The best made plans, particularly for a junior leader, may look great on paper but suddenly become challenging when put to practice.  Throughout your career, what obstacles have you faced when employing these strategies?  Are there any risks?  Have any backfired?

-For new C-suite or director level leaders, what would you encourage them to do to advocate for technology projects particular in light of the current economy? How do you  recommend they approach business value/ROI when proposing technology?

-To help with your persuasion, do you engage with client teams such as their legal department) to better understand their business needs?

- We’ve touched on a few of the key stakeholders but there are certainly more.  Do you find that you need to approach stakeholders in different ways when convincing them of a technology’s value?

- Can you share any examples of where technology clearly helped the bottom line?

-Any final thoughts?

Speakers: