T H R E E S TA G E S O F L E G A L

D I G I TA L T R A N S F O R M AT I O N

GCS’ GUIDE TO EVALUATING CURRENT DIGITAL STATES

& ADOPTING TECHNOLOGY SOLUTIONS FOR SUCCESS
Table of Contents

A Letter From the CEO-------------------------------------3

Summary------------------------------------------------ 4

Chapter 1: Digital Transformation Journey--------------------- 5

Chapter 2: Legal Digital Transformation - Why Now?------ 10

Chapter 3: Laying Out Your Digital Transformation Model--- 17

Chapter 4: Transformation Readiness------------------------- 23

Chapter 5: Transformation Delivery--------------------- 32

Chapter 6: Transformation Success--------------------- 39

Conclusion---------------------------------------------- 44

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ContractPodAi_ Three Stages of Legal Digital Transformation

A LETTER FROM THE CEO

Change is inevitable. As a matter of fact,

everyone and everything on the planet Due in equal parts to a series of tech
can be considered mutable, whether disruptions and global shocks, it must It means prioritizing an incremental
that change is entirely imperceptible or take hold in the legal industry - now more transformation, which allows for valuable
incremental, if not the consequence of a than ever before. It becomes especially lessons to be learned and appropriate
‘big bang.’ important whenever GCs are tasked by changes – or corrective measures – to
CEOs to find ways to do ‘more for less’ be made along the way. In stark contrast
At the center of every significant or evolve their end of the business. And it to a big-bang transformation, which has
change in our lives today is some form becomes critical when legal teams must a higher risk of failure, this land-and-
of technology. Technological shifts are work from home (WFH) during times of expand-phased approach will lead you
happening all around us, on a continual crisis. Simply stated, you need to adjust through transformation readiness,
and ongoing basis. Digital technologies to the winds of change, adopting brand- delivery, and success. And it will motivate
of the past 30 years will continue to new technology and processes to not your legal team to continue along the
expand, becoming more powerful, in only weather, but to keep up with - and path of digital relevance - and excellence
the decades to come. Of course, the even stay ahead of - them. And, yes, that - driving individual performance and
future all depends on the crosswinds all necessitates more change, both in growth, and moving the overall business
of technological advancement and your own way of thinking and your day- forward.
widescale adoption. Still, the overall to-day practices.
direction has come into view and is now So, even if there is some pain during
unmistakable. The road ahead is marked Undertaking a digital transformation the earlier stages of legal digital
by a series of reconstructive efforts, journey should not be deemed difficult, transformation, you will, over time,
however small. though. Nor should it be frightful. After experience the positive outcomes
all, this is not a solo expedition. You associated with more digitally mature
Indeed, we live in a time described need the right technology vendors enterprises. But the key point here is to
as “digital Darwinism.” To survive and and legal engineers alongside of you start your journey now.
compete, companies must digitally for digital transformations of any sort.
transform themselves to improve their You also need internal champions, who
products and services, and to reduce can convey the benefits of particular
the costs of doing business. Digital technology to others within a business
transformation is a term used to describe function and beyond. With support like
these shifts, however seismic, associated this, you can then set realistic return-
with the application of digital technology on-investment (ROI) benchmarks and
in every sector. outperform them.

General counsels (GCs), in-house Adopting and implementing

legal departments, and contract teams leading-edge technology thoughtfully, Sincerely,
are not immune to the need for digital rather than randomly and hurriedly, is Sarvarth Misra,
transformation either. also crucial. CEO and Co-founder of ContractPodAi

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ContractPodAi_ Three Stages of Legal Digital Transformation

SUMMARY

A legal digital transformation is already These days, it’s all-important for legal
underway. More and more, legal teams professionals to seek the help of
are adopting and implementing end- technology vendors and legal engineers
to-end legal technology that can be - to transit through transformation
deployed out of the box. And with readiness, delivery, and success. Procure
artificial intelligence embedded into a consultative framework revealing
the latest technological solutions, legal your existing digital state, including an
teams now have the potential to digitally assessment and scorecard. Define
transform themselves completely, your ideal outcomes or objectives, and
becoming far more efficient and effective determine how to measure success
than ever before. through key performance indicators
(KPIs) and other metrics. Of the utmost
Consider this the technological importance, too, is creating an overall
scaffolding that you need right now for blueprint - or road map - of how to
the legal department that you’ll build up incrementally transition from your
over time. After all, technology is merely current state to that of your desired and
a facilitator of digital transformation necessary outcomes.
projects. It works exceptionally well
for organizations only if its leaders
have an eye on changing the mindset
of its members - the very company
culture, itself - together with day-to-day
organizational processes. And that’s
combined with seeking out proven
expertise before deciding what digital
tools to employ and how exactly to use
them.

4
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E V O L U T I O N O F C O R P O R AT E L E G A L
Legal digital transformation isn’t a surprise fad. It’s been a long-
term process, and a very wide turning point in corporate and
external legal services.

Sarvarth Misra The pre-2008 era included general counsels (GCs) as strategic
CEO and Co-founder advisors to the CEO and senior leadership team. At the time, it
seemed like an untouchable function not bounded by budgets,
Sarvarth Misra is a leading legal efficiency metrics, and key performance indicators (KPIs).
innovator with extensive experience in the legal
Even today, KPIs aren’t part of the standard language spoken
technology and legal services sectors. As a
corporate and commercial lawyer, Sarvarth
within many legal teams. More specifically, legal departments
worked in private practice with leading law firms managed outsourced law firms, advised on corporate law,
in Asia. He focused on M&A, capital markets, oversaw corporate governance, and guided organizations away
and corporate restructuring transactions, from risk. As Richard Susskind characterizes that period, it was
alongside cross-border joint venture an era that saw “lawyers charge for their time -for their input and
agreements in the insurance, information not for their output.”1
technology, and financial sectors.
The Great Recession struck in late 2008 and spanned through
to 2012, though. This time is largely recognized as a turning point
for the legal profession, both for corporate legal departments
and for legal teams within firms. During the financial crisis, both
CEOs and senior leadership teams questioned why corporate
legal teams weren’t subject to the same pressures as the
other functional areas. As Susskind explains, “these managers
(GCs) are increasingly expected to function as other business
Digital transformation is a relay marathon, not a 100-meter managers do: to find ways to improve productivity and to
dash. This statement is not unique to legal’s; rather, it is true produce more output with less input.”2 Hence, the era of ‘more
of digital transformations in any industry, business segment, for less’ when it comes legal service delivery.
or organizational department. So instead of thinking of it as a
short race completed in a burst of energy and excitement, think
of it as more of a series of short-burst sprints. The opportunity
before the legal industry is to learn, adapt, and adjust after each
- before heading into the very last stretch of the race.

But the first questions around legal digital transformation are,

“how did corporate legal get to this point?” and “how does it
evolve even further?”

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TECHNOLOGY CHASM
Borrowing from the technology sector, Geoffrey Moore’s In this case, the chasm is the observed drop-off first noted by
Technology Adoption Life Cycle applies well to the legal space. Geoffrey Moore. After early adopters accept a new technology,
Moore’s model, articulated in his book, Crossing the Chasm, most companies fail to make the leap into the mainstream.
expresses a phenomenon that occurs with the introduction of Then, there’s a deep chasm into which many startups - along
many technologies. Whenever a new technology is developed, with their technology - fall.
16% of the potential market are the innovators and early
adopters. These individuals and organizations embrace some So, crossing the chasm becomes ‘table-stakes’ for a profession,
of the risks typically associated with an unproven technology. group, or industry. Think of the automobile when it became the
They seek that early customer experience and even garner the standard mode of transportation, replacing the horse in the
benefits of the new solution before the general market adopts it. 20th century. Alternatively, cloud-based computing in the 21st
century. In both cases, there was much controversy about their
security in the initial phases. Over time, though, they became
The typical business adoption curve flows directly from early the norm instead of the exception.
adopters to the early and late majority of the total addressable
market. This latter group represents 68% of the prospective
market. Getting to this point - where the market generally
accepts a particular technology, and everyone’ in the industry
starts buying it - means ‘crossing the chasm.’

Innovators Early Early Late

Laggards
Adopters Majority Majority

“The Chasm”

Area under the curve

represents number
of customers

Technology Adoption Lifecycle

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L E G A L’ S C H A S M
We have a challenge in the legal industry akin to the tech On the other hand, GCs, who are innovators and early adopters,
sector’s ‘crossing of the chasm.’ Simply stated, legal digital have gravitated toward the technology. In fact, 38% of the
transformation requires that legal departments evolve. We must addressable market have such legal automation technology,
adopt new methods, processes, and solutions. It isn’t about which is better than the standard technology adoption curve.
edicts from the Supreme Court, or federal regulations requiring Still, even though organizations that have adopted such
change, itself. This journey means adopting and implementing technology have experienced its full value, many others have
technologies to improve the efficiency and effectiveness of been virtually stuck at this adoption point - arguably, for the
legal services provided to organizations. past five years.

Digital process improvement technologies, like eDiscovery, IACCM notes: “Those already operating with automation
e-signatures, and AI analytics, all help organizations in are considerably more likely to consider their contract
measurable ways. They help to speed up processes and management systems as ‘business critical.’ Many of those who
eliminate mundane work, while reducing costs and improving have not yet invested remain hesitant but recognize the need
the quality of legal teams’ output. Yet, thus far, only the for action.”6
innovators and early adopters in legal have embarked on digital
transformation journeys.

L E GA L D I G I TA L
T R A N S F O R M AT I O N I N AC T I O N
62%...
A clear example of this is the use of contract management
technology - or lack there-of.

Another significant evolutionary time for corporate legal teams

is the present COVID-19 pandemic era. In the midst of it, the
IACCM’s research found that “almost 80% of organizations
are suffering moderate to severe impacts to their contracts
and trading relationships as a direct result.”3 Nevertheless,
“out of 507 organizations surveyed, 64% reported that they do
not have any meaningful automation that supports contract
management.”4 ContractPodAi’s own research corroborates
this, showing that 62% of mid-large organizations - with over
$500 million in annual revenue - continue to use manual
methods for their contract management processes.5

...of mid-large organizations - with over $500

million in annual revenue - continue to use
manual methods for their contract management
processes.5

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THE CASE IS CLEAR Despite this, GCs and organizations must not get stuck in
the legal chasm. That’s if they wish to achieve any success
Gartner recently surveyed 340 corporate in-house legal holistically.
departments, and 33% reported that the biggest concern
for executive leaders is increasing the speed of legal work.
Gartner’s research revealed that one-quarter of respondents
experienced speed improvements over 50% with legal
automation. Some reported similar improvements up to 90%.7
Beyond that, 89% reported that their organizations had met
90%...
or exceeded their expected ROI (return on investment) after
legal automation implementation.8 (Refer to the Gartner Study
breakout.)
90%...
Again, early adopters who take on new technology as part of
their legal digital transformation reap all of the rewards. And
after they experience the benefits, they’re eager to take on
additional automation and digital transformation projects.

WHY IS IT STUCK WITH LEGAL?

So if there’s such a compelling case for digital transformation,
then why do we have a ‘legal chasm’ between the GCs who are
innovators and early adopters, and those who are part of the
Main Street majority? ... Reported improvements in speed
with legal automation.7
Gartner says its data suggests that many organizations are just
too cautious when investing in legal department automation:
“On average, the time to recoup financial investment in
automation is 2.4 years.”9 However, in most regards, a 2.4-
year payback on a significant business solution investment is
exceptional.

Harvard Business Review (HBR) explains the sluggish digital

transformation this way: “Established companies spend billions
trying to turn themselves into digitized orchestrators of some
new ecosystem, only to fall flat on their faces.”10 McKinsey
Quarterly’s research of 1,700 C-suite executives also found
that digital transformation “stands a 45% chance of delivering
less profit than expected.”11 So, it isn’t a completely risk-free
endeavor, by any means. And GCs are trained to continually
look for ways to reduce or eliminate risks for their organizations.

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S T O P, S TA L L , O R S T E A M GENERAL COUNSELS LOOK TO

AHEAD? THE FUTURE
Commenting on the pandemic’s impact on businesses, Box GCs should keep in mind another observation from Gartner’s
CEO Aaron Levie tweeted: research: “Business leaders are remarkably open to investment
“We’re about to see a great digital divide among ‘traditional’ in legal automation - 73% of executives are very open or
enterprises. Servicing customers. Running the supply chain. The extremely open to investment.”15 In fact, over the next five
closing of books. Some companies will move faster in this new years, digital transformation will be one of the critical business
reality; others will grind to a halt.”12 Although Levie’s comment objectives of every corporate general counsel.
is directed at the overall organization, it’s aptly suited to the
corporate legal function in this unprecedented period. As such, now is your opportunity-in-crisis moment. Why wait
any longer? Even a small step in your legal team’s digital
The COVID-19 crisis certainly offers GCs a chance to change transformation is important, forming a part of the broader relay
and evolve the legal department, processes, and functions. marathon.
But the opportunity isn’t to just ‘hunker down’ and wait out the
storm, before going back to ‘normal’ business practices. In fact,
our recent publication about the COVID-19 pandemic and its
impact on legal muses on what the ‘new normal’ will look like.13
Rather than expect a return to our previous ‘normalcy’ in the
legal industry, we need to come up with a new norm: a digital
framework for all future legal work.

In a recent HBR Ideacast interview, Columbia Business School

Professor Rita McGrath notes that “digitally enabled businesses
bring incredible disruption to incumbents because they are “We expect that over the next five
doing things (that are) orders of magnitude better, orders of years, digital transformation will be one
magnitude less (expensive), and orders of magnitude faster. of the critical business objectives of
McGrath continues: “When you think about what life after the
coronavirus is going to be ... digital is certainly not going to be every corporate general counsel.”15
in retreat. We are not going to go back to doing things the old - Gartner, Jim Murphy
analog way.”14
—

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C H A P T E R 2 : L E GA L D I G I TA L
T R A N S F O R M AT I O N - W H Y N O W ?

So, we certainly see the legal chasm as Sarvarth mentions in

the previous chapter. There are even compelling reasons for the
corporate legal industry to push out legal digital transformation
as a business objective right now. While general counsels
(GCs) understand the long-term priority of legal transformation
- catalyzed by legal technology - many GCs argue that there’s
Richa Kaul a need to focus on surviving the ongoing crisis first before
Head of Strategy worrying about driving digital change for their function. After all,
organizations ought to wait for the seas to calm down, right?
Prior to joining ContractPodAi, Richa Kaul
was a Managing Director at the Virginia In a recent study aimed at helping business leaders learn from
Economic Development Partnership. Richa past crises, Boston Consulting Group (BCG) looked at the top
led the growth of the technology and pro- performers from the 2008 Financial Crisis.16 It identified all of the
fessional services sectors across the state similarities in their approaches to success. In addition to acting
of Virginia. Previously, she was a proactively, another common theme across top performers
management consultant at was streamlining core operations, “redesigning processes to
McKinsey & Company. capitalize on digital, and generating efficiencies so that they
were as lean as possible before tough times hit again.” As the
BCG article, “Crisis Can Spark Transformation and Renewal”,
notes: “That’s a more forward-looking approach than many
organizations take. Many tend to rely on budget cuts and
head-count reductions should a crisis arise.” It seems, then,
that many teams have learned from these past battles. In fact,
one European survey of the DACH region finds that 70% of
decision-makers expect the coronavirus to accelerate the pace
of digital transformation.

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I N C H OAT E D E M A N D O R E VO LV I N G O P E R AT I N G
S U RV I VA L N E C E S S I T Y ? MODELS
Legal teams have long been perceived as cost centers. The Consider that just about every company now works against the
purpose of the legal department was to deliver legal services backdrop of focused and continual business improvement. It’s
like contract review, reduce risks, keep the organization out of a never-ending pursuit of greater efficiency and effectiveness.
trouble, provide legal advice, and represent the organization More specifically, today’s critical business objectives focus on:
in formal disputes. As such, why bother with machine learning,
artificial intelligence, and SaaS technologies? For all intents and Smarter work: empowering teams to streamline
purposes, these are simply additional cost. processes - often using technology - to automate work
and reduce workload, allowing them to focus on higher
In the current standard model, the services offered by legal value-added functions
teams are delivered by people. Corporate legal matters
are complex, so they require and rely on the services of
professionals. In other words, legal departments’ traditional Accessibility: ensuring that individuals can access
focus has been on people, people, and people. resources - data and information, and other team
members - wherever and whenever they need them,
So long as this is the perspective, legal teams will continually be and in the most efficient way possible
at the mercy of cost-cutting efforts. Because of this, legal digital
transformation isn’t just a nice-to-have. It may even be a means
of survival. So is being a digital leader not the answer?
Business continuity: providing a system that prevents -
and assists recovery from - threats and crises

70%... Without question, each of these elements point toward the

digital transformation of a business. With regards to legal teams,
two compelling points emerge. The first is that the GC, as a
business leader, should work toward digital transformation to
align the legal team’s objectives with the overall organizational
objectives. The second is that evolving legal’s objectives in
this way can lead to the legal team being perceived as a value
center.

... of decision-makers expect the coronavirus to

accelerate the pace
of digital transformation.

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LEGAL ALIGNING An interesting associated observation

WITH BUSINESS is that “companies driving material cost
reductions will likely be well positioned
OBJECTIVES during the economic downturn.”18 In other
The legal department is part of the words, companies focused on improving
organization, just as any other business efficiency and reducing costs will most
unit. In that regard, GCs need to treat likely survive - and even thrive - during
their team and objectives as any other economic recessions that often cripple
business unit. And that means aligning many organizations.
with the overall direction of the
organization, including digitalizing During ‘normal’ periods, and
their very function. especially during times of crisis,
organizations scrutinize costs.
Insight Partners recently provided market However, leveraging these
insight on the impact of the COVID-19 challenging times to drive digital
pandemic on companies. It highlights transformation within your own
that the ‘opportunity in crisis’ is that team shows legal as being
organizational leaders will be “looking aligned with the overall business
to accelerate a company-wide digital objectives.
transformation.”17 On cost optimization,
the research finds that business leaders
are working to “decrease spend on
professional, consulting, and contracting
services.”17 One research participant,
a chief digital officer at a large Asian
multinational computer manufacturer,
states that “a material number of
contractors and consultants have been “the ‘opportunity in crisis’ is that
cut to achieve our cost objectives.”17
organizational leaders will be “looking to
accelerate a
company-wide digital transformation.”16
- Market Insights from IGNITE

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ALIGN WITH A QUICK TIME TO ROI

Yet another observation from Insight Partners concerns
“multi-year strategic and transformational projects put on hold
or delayed.”18 GCs considering a legal digital transformation
project can easily mimic agile development techniques. Dedicated
These focus on creating the minimal viable product (MVP). Consultants
Tech companies that use agile methods develop a product
that is just barely marketable. Once in the market, though, the
company then accepts customer and user feedback to further Fa ab
le
st e
develop, improve, and evolve the innovation. It then iterates the Re
tu le
dg
rn ow
development cycle quickly in multiple short sprints. All this to Full Kn
get small groups of enhancements and feature sets out to the E-2-E
market for further sales, refinement, and feedback. Frequent
Quick Technology
This approach means that the product ultimately becomes Deploy Current
Updates
a highly market-driven one. As such, it adheres closely to the
needs of the user. It provides a near real-time feedback loop
that makes the product better and better - and increasingly
attractive to that user base.

In this respect, legal’s digital transformation journey should be

considered as short sprint relays, which form a larger marathon.
In today’s climate, there’s no place for vendors proposing a new
technology rollout that is completed in one 12- to 24-month
deployment. Instead, look for help with your transformation
journey from vendors that can offer quick deployment
capabilities, which show fast returns on investment (ROI), and
consultative services, which lay out a tailored transformation
blueprint for continued improvement.

Doing this means ensuring that the GC and legal team are seen
as a business partner concerned with advancing the business,
not merely surviving the current circumstances.

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L E G A L’ S
C O N S U LT I N G S P E N D
Part of the Insight Partner’s analyses Digital transformation means that your
include the observation that “consulting legal team is able to work smarter and
spend (is) emerging as a significant cost-
cutting opportunity.”18 That’s because
more efficiently than ever before. It is
far more accessible and has a baked-in
business continuity plan, too.
40K
corporate legal teams spend on both
consultants and outsourced law firms.
However, an advantage of the digital Consider for a moment automation 20K
transformation journey is the opportunity that monitors - and provides reminders
to reduce the legal staff’s ‘busy’ work. on - accounts payables, based on the
Legal automation can help reduce the agreements with your organization’s
workload of your attorneys by taking customers. Mid-sized to large
away mundane tasks, like creating companies can easily have 20,000 to
standard contracts and non-disclosure 40,000 active contracts across multiple
agreements (NDAs). Reducing this divisions and regions, at any given
burden helps them spend more time moment. At a time when cash is king,
on higher-business-value projects that Concorde Technology Group right was
have more impact on the organization. able to shift from receiving payments 60
Legal teams will also be able to do more days after contract renewal to receiving
of the work that they would normally payments 90 days ahead of renewals.
outsource to law firms. Imagine being able to offer the business
an improvement of 150 days – or five Mid-sized to large companies
months – when it comes to pulling up can easily have 20,000 to
So, digital transformation and payments on major contracts.
automation reduce that ‘boring’ work, all 40,000 active contracts
awhile improving the effectiveness of Would this classify as the services of a
your team and cutting those outsourced across multiple divisions and
cost center or that of a value center?
consulting costs. regions, at any given time

L E GA L AS A VA LU E
CENTER
Imagine shifting the perception of
the legal team from a cost center to a
value center. What would that do for
team members? What would that do
to improve the performance of your
company?

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There is a concept that’s seldom talked In recent years, however, the company “If I were to make a decision around a
about, or addressed in legal journals has reaped the benefits of legal CMS again, I would do so without the
or online publications. It’s about how digital transformation. Concorde batting of an eyelid,” Roberts says. “For
legal departments can significantly Technology Group has done this by GCs, my recommendation is to take the
improve the cash flow their organization. deploying a robust, end-to-end contract same risk and start talking about what
It simply isn’t top of mind for most management system (CMS) from proper contract management can do for
general counsels (GCs) these days. But ContractPodAi. In fact, Roberts says that your company’s cash flow. Believe me,
its importance isn’t lost on business he cannot stress enough the impact that you will help your CEO to sleep better at
owners, CEOs, and CFOs, not to mention this new CMS has on the company’s night!”
accounts receivable, and billing and overall ability to bring cash into the
collections departments. business.

So, if cash flow is incredibly important Before Concorde Technology Group

to much of the company and the overall had a proper contract management
business, then it stands to reason that it solution, late payments, missed renewal “take the same risk and start
should be a high priority for legal teams, dates, or late billings on an addendum
too. were not uncommon. In fact, billing talking about what proper contract
of customers - a whole 60 days after management can do for your
As the CEO of Concorde Technology a renewal - happened from time to company’s cash flow.”
Group, Neil Roberts is always concerned time. But ever since it adopted a CMS,
about his company’s payment terms, invoices have been sent out 90 days - Neil Roberts
working capital, accounts payable - ahead of renewals. So when it comes CEO of Concorde
and, yes, its cash flow projections. “Of to contract management, cash flow has Technology Group
course, the most alarming of all are those shifted from some clients paying 60 days —
negative cash flows,” Roberts says. “You after a renewal to 90 days ahead of an
can be well capitalized and established, agreement renewal. That’s a remarkable
as well as resources-rich and still be influx of cash coming into the company
brought down by a cash flow problem 150 days - or five months - early! And
during a cash crunch.” there’s plenty to love about that scenario.

Simply stated, Concorde Technology Roberts envisages the possibility of

Group is a complex business. Its legal and contracts teams being able to
four divisions are like a four-cylinder make a serious impact on the company’s
automobile engine. Together, they bottom line. He confides that what most
thrust the car forward, yet each fires in companies perceive as a cost center, he
a different sequence. Similarly, each now perceives as a value center.
divisions’ contracts have own set of
terms and conditions, special clauses,
payment terms, and timing.
And payment timing on thousands of
agreements, addenda, and contract
renewals can all throw legal for a loop.

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L E GA L D I G I TA L
T R A N S F O R M AT I O N
- WHY NOW?
Ultimately, we know that digital transformation is taking place
all around us - in every industry, business, and function. During
times of crisis, it’s easy to delay taking on a transformational
project. Yet, for the savvy GC, there’s no better time for legal
digital transformation than the present, as stated above.

As a GC, you want your career to be associated with running

a legal team that is seen as a value center. And you have the
perfect opportunity – in any given crisis - to catalyze your legal
team’s digital journey.

So, now is definitely the right time to get started. But this is
only true if you choose the right vendor. Partner with a team
that can help you beyond selling you software. Look for a
vendor focused on technology adoption, implementation, and
deployment, as well as software training. And do so in an agile
fashion. Also, look for legal technologies that can be quickly
adopted and deployed in short relay sprints.

After all, even these small successes make legal look good.
Plus, they give teams the confidence to carry the baton through
to the next relay, and then the next one, and then another one
after that.

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ContractPodAi_ Three Stages of Legal Digital Transformation

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D I G I TA L T R A N S F O R M AT I O N M O D E L

The journey of improving your business’ digital maturity should

be viewed as more evolutionary than revolutionary. It’s hard to
overestimate the long-term impact of artificial intelligence (AI), in
particular, on what’s called “workforce digital dexterity.” Gartner
reports that over the next two decades, digital transformations
– driven by AI - will “offer employees unprecedented
Viraj Chaudry
information awareness and insight, freedom from low-
Chief Operating
value-add activities, and the ability to easily use complex
Officer
technologies.”19 Additionally, with purposeful stewardship,
Viraj Chaudry is a founding member of
“AI will be a significant source of competitive advantage for
ContractPodAi. He provides legal technology organizations that show early-on a broad mastery of this
expertise on all new initiatives and supports transformational technology.”
project delivery to end customers. With over 11
years’ experience in the legal technology and Digital transformation requires a workforce that’s not only
legal services sectors, Viraj has provided his able and willing to change, but ready to adapt to new ways of
services to multinational organizations across working. Employees need to become - and remain - digitally
the U.S. and U.K., including Thomson Reuters. dexterous. And by achieving this workforce digital dexterity - in
full service of digital transformation - organizations can better
apply technology and improve business outcomes. In fact,
workforce digital dexterity should form the basis of any digital
workplace program moving forward, according to Gartner.

To this end, leaders of digital workplace programs need to

adopt and implement far better systems and platforms. They
must successfully bring together these technologies and
people. And they have to set up employees to succeed within
this interrelationship. Moving forward, a variety of legal functions
will be augmented and automated as a result of such digital
transformation projects.

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D I G I TA L T R A N S F O R M AT I O N M O D E L

But delivering a brand-new technology - without understanding In essence, you need the correct situational awareness when
the desired direction for success - is, frankly, a recipe for failure. it comes to legal digital transformation. It isn’t simply about
It explains the 45% of digital transformation projects that fail to deploying a technology. It’s not merely about bringing in
deliver the expected ROI and profit, referenced by McKinsey.11 machine learning to achieve a particular point solution. And it’s
On average, the likelihood of surpassing profit expectations not just about bringing in a holistic, end-to-end tool either. Most
is merely one in ten. Nevertheless, McKinsey Quarterly states: importantly, it’s about a journey that involves thinking about -
“For established companies, the pressure to digitize business and transforming - your legal services and business models
models and products has reached new intensity … The best- overall. As such, musing about a transformation model at the
performing decile of digitized incumbents earns as much as 80 very outset is critical.
percent of the digital revenues generated in their industries.”

Of course, all transformation programs are rather difficult to

execute and, therefore, experience the same set of problems.

50%...
There is good news, though. You can increase the chances that
your transformation - geared toward digital enablement - will
beat performance expectations. McKinsey’s latest research
also shows that the most effective digital transformations are
“distinguished mostly by the best practices that executives
choose to follow.” In fact, by sticking to a well-defined set of
transformation practices, you can increase the likelihood of
exceeding profit expectations by 50 percent or more. That’s
about five times better than transformations that don’t include
any of these practices.

... or more exceeding profit expectations by

sticking to a well-defined set of transformation
practices.

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D I G I TA L T R A N S F O R M AT I O N M O D E L

P ROVE N TRA NSFOR MAT ION AL MODEL Just as importantly, Transformation Readiness includes the
FOR Q UA N TI F IABL E SUCCESS identification of benchmarks and quantifiable metrics, with which
you will measure success and failure in real time. All of these
In legal, digital transformation is a journey from a state of actions represent a significant start to your technology platform
readiness to the delivery of new technology, solutions, and deployment.
paradigms, right through to success. So, having worked
closely with legal departments across the globe over the past
several years, we devised a Transformation Model of our own.
We recommend that legal departments use it when they think TRANSFORMATION DELIVERY, the second facet,
about embarking on their digital transformation. consists of procuring a technology platform that
helps you obtain your critical business outcomes;
delivering an implementation plan, embedding legal design
In our experience, digital transformation has and engineering methodology, and digitalizing your legal data.
three critical facets: What’s key at this point is not waiting for an ideal system to be
ready before you ‘go live’ - and to deliver everything in the same
go. That’s when projects are invariably delayed. Think instead
Transformation Readiness about the incremental transformation philosophy. Think about
agile deployment. These will ensure that you don’t delay your
Transformation Delivery implementation and allow you to seek improvements while
you think about your individual use case. After all, you’re not
Transformation Success operating in a perfect world. It’s only when you start using the
actual system that you know what you really need to build upon
- and better - it.
TRANSFORMATION READINESS involves
assessing your current technological state,
identifying your critical outcomes, and building
a blueprint for transformation. Firstly, analyze
and scorecard the current state of your technology. You TRANSFORMATION SUCCESS, the third and final
will find that you are either a nascent, evolving, or mature facet, requires adopting a plan, identifying champions,
stage. Common metrics to identify gaps in your technology and measuring success criteria for all business
capabilities include legal data assessment, legal review outcomes. The latter is about measuring the metrics that you
process, search capabilities, legal workflow and approval decided to use while getting transformation-ready. The goal here
systems, as well as signature management. is to hit on and, indeed, exceed the benchmarks that have been
previously set. So, make certain that your supplier works with
Next, identify your critical business outcome and key you hand-in-hand, helping you to achieve all of these business
performance indicators (KPIs), prioritizing the technology outcomes. Then, perhaps, you can work together on even larger
capabilities needed to achieve this. And following this, create transformation projects, as you head into the future.
a blueprint, which identifies steps that you will take to attain
transformation success. Build use case stories - within this The bottom line is that legal teams reap all of the rewards when
blueprint - to improve your technology deficits. Lay out a applying this Transformation Model. It needs to be carefully
phased approach so that you’re able to undergo your digital thought about - and clearly planned out - at the very beginning
transformation incrementally. of their digital transformation journeys.

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Assess your current technological state

Transformation Identify your critical business outcomes
Readiness
Build a blueprint for transformation

Procure a technology platform

Transformation Deliver implementation plan

Delivery Embed legal design and engineering methodology

Digitalize your legal data

Adopt a plan
Transformation
Identify champions
Success
Measure success criteria for business outcomes

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ContractPodAi_ Three Stages of Legal Digital Transformation

BEST PRACTICES TO DELIVER ON

YO U R T R A N S F O R M AT I O N M O D E L

Today, there are multitudes of digital innovations. That should Now, think about your own digital transformation strategy. If the
come as no surprise given that we’re in the midst of the digital people who create digital technologies use this paradigm of
age. small incremental development, shouldn’t you? It’s a shorter
cycle time, with plenty of reflection, learnings, and feedback
An important aspect of ‘going digital’ is the big-bang paradigm along the way. Ultimately, it’s about continually reviewing where
shift. Well over a decade ago, this approach to software you are at and having your goal - or outcome - in mind to
development meant project managing the cycle tightly. You measure whether or not you have arrived.
did this with project managers, elaborate Gantt charts, well-
articulated feature development descriptions, and a waterfall
methodology. At that time, the philosophy was to cram
everything you could into the development cycle. Your software AGILE METHODOLOGY
was released one huge version at a time. And the development
cycle was rather long. Think along the lines of a software
version cycle taking one, two, or even more years before being
Plan
launched.
Build
THINK AGILE
Today, however, software is developed using agile methods.
The project manager is now a scrum master. Development
cycles iterate as smaller clusters created in one- or two-week-
Test Sprint 1
long sprints. And in the age of big data and cloud computing,
software comes out as releases. These happen in much shorter Review
time spans - typically in one to three months. The objective isn’t
to create perfection in a software version, but rather to create a
minimum viable product mentioned above.
Plan

This philosophical shift to agile development has dramatically

improved and sped up digital technologies. More frequently, Build
releases come out, with updates, changes, and adjustments
based on what customers actually want, need, and buy. Sprint 2
Test

Review

Plan

Build

Sprint 3
Test

Review

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BEST PRACTICES TO DELIVER ON

YO U R T R A N S F O R M AT I O N M O D E L

BUT HOW DO WE C U LT U R E C H A N G E
IMPLEMENT?
It’s fascinating, then, to reflect on Still, it isn’t just about gaining momentum To change a culture, you must have
how quickly digital transformation and adopting new solutions to drive a realistic perspective of where you
initiatives in legal revert to technologies, your particular transformation project. currently stand and a strategic vision of
themselves. Often, the discussion isn’t It’s also about guiding and nudging the where you want to be. What’s more, you
about your legal business processes company’s culture in the right direction. need to share those with your entire legal
or user experience - or what your legal It’s no great revelation to state that team, not just the key roles. Map out your
team wants or how your legal functions “lawyers tend to be resistant to change.” journey, including changes to process,
must evolve. And too often, vendors are So the big-bang approach of rapidly change management initiatives, and
tempted to jump to their own answer – or bringing in new legal tech products and supporting technology. Identify internal
solution - without fully understanding the services isn’t going to influence legal champions to drive adoption. And
challenge. teams to fully embrace a transformation focus on all of the business outcomes.
initiative. Then, you can show early successes
Solutions like a 12- to 24-month incrementally -and celebrate them.
implementation cycle are then thrust Supporting this perspective,
upon you. And by the time they are fully ContractPodAi CEO and Co-founder
implemented, they may very well be out Sarvarth Misra, stated in Raconteur:
of date. “Change management is hard; culture
change is even harder.” A ‘land and
In this regard, think back to the short relay expand’ phased approach ensures
sprint that can get you there quickly. lessons can be learnt and appropriate
Think about shorter implementation changes at each phase can be made
cycles that allow you to get a solution before implementing a full-blown rollout
into the hands of the users while the across the firm.”20
excitement of the legal transformation
project is at its peak. Wouldn’t that be
much more helpful on the acceptance
and technology adoption side?

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READINESS

The first facet of the Digital Transformation Model is

Transformation Readiness. When engaging a vendor or
consultant to help with your legal transformation project, figure
out where you are and where you want to go exactly, before
mapping out your entire journey. To get yourself transformation-
ready in this way, simply follow a three-step process.
George Barlow
Senior Legal
Engineer 1) AS S E S S YO U R C U R R E N T
George Barlow has worked in both private T E C H N O LO G I CA L S TAT E
practice and in-house as a real estate solicitor,
– Adopt a Scorecard philosophy to better gauge your
as well as in-house for companies in the
financial services, and energy and utilities technology enablement and identify the state of your digital
sectors. At Aviva plc, George performed legal transformation:
work while managing his team’s IT systems, He nascent,
last served as Legal Technology Manager for
Aviva plc’s global legal function.
evolving, or

mature

2) I D E N T I F Y YO U R C R I T I CA L
BUSINESS OUTCOMES
- Determine your future priorities around your legal function and
highlight these key performance indicators (KPIs) of your digital
transformation.

3) BUILD A BLUEPRINT FOR

T R A N S F O R M AT I O N
- Once you have identified your current state of technology and
critical business outcomes, the third and final step is to create a
blueprint for your digital transformation. This will:
Identify and build use case stories to improve your
technology deficits - with critical business outcomes fully
in mind.

Lay out a phased approach so that you’re able to take an

incremental approach to your digital transformation.

Specify benchmarks and quantifiable metrics

to measure success and failure at each phase

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READINESS

1. ASSESS
YO U R C U R R E N T
TECHNOLOGICAL L E GA L D I G I TA L
S TAT E
T R A N S F O R M AT I O N
Emerging legal technologies including AI,
KEY METRICS
insight engines, and new ways to analyze
data - are helping to build the digital Legal Data Assessment
workplace from the ground up. They’re
also paving the road for organizations’
digital transformation journeys. In fact, Legal Requests
Gartner describes this “constellation
of new capabilities” as the “new work Legal Self-Servicing Desk
nucleus.” The paramount question is
at what stage is your digital maturity?
Where exactly are you in your digital Legal Review Process
transformation journey?
Legal Obligation Management

As stated above, it’s important to assess

the current state of your process, Search Capabilities
technology, and capabilities through
the lens of legal digital transformation. Legal Workflow/ Approval Systems
A rather reliable assessment will come
in the form of a Scorecard. Such a
questionnaire serves as a review of your Analytics
legal team’s processes and technology
solutions. It includes a variety of Legal Document Collaboration
questions about your present procedure
and existing legal tech. And these are
focused on 10 key areas - or metrics - Signature Management
commonly associated with solid best
practices.

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READINESS

LEGAL DATA LEGAL SELF-

ASSESSMENT SERVICING DESK
For starters, the centralization A self-servicing desk
of your legal data occurs within a helps you to design and implement all
dynamic, single touchpoint repository. of your high-volume legal templates.
That means that on day one of your ‘go With this kind of automation, you don’t
live’ date, your pertinent information have to focus the bulk of your time on
rests in one place. A single touchpoint such low-complexity work. (you know
repository ensures better visibility of the kind!) What’s more, any business
data. And advanced search capabilities user can generate legal documents
make certain that all wording is easily on their own by responding to a set of
searchable for quick reference. In the simple questions. Built-in workflows
long run, the continued use of the single and approvals also ensure that the
touchpoint repository leads to ongoing automation process continues to be
data governance. watertight.

LEGAL REQUESTS
Whenever a front-door
system is introduced and employed, all
legal requests are logged enterprise-
wide. Using one central point prevents
such requests from coming in through
email or other portals. This ensures that
all legal-related matters flow through a
single system, which makes it easier to
track individual requests. Additionally,
built-in workflow and approval make
certain that requests are sent to the
most appropriate person within an
organization. And software architecture
allows key data, including vendor
information, to flow through the front-
door system easily and seamlessly.

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READINESS

LEGAL REVIEW LEGAL WORKFLOW/

PROCESS APPROVAL SYSTEMS
With a system powered Fully-automated
by artificial intelligence (AI), first-level management systems reduce the overall
review of legal documents is carried time and effort spent on managing
out efficiently and effectively. Such a workflows and approvals. Automated
solution abstracts and reports all key alerts and reminders, for example, make
information, saving you from having to administration a seamless endeavor.
review full legal documents. AI-powered capabilities also ensure that
all legal obligations are automatically
tracked and reported. Also, dynamic,
rule-based workflows and approvals
LEGAL OBLIGATION significantly speed up the time it takes
MANAGEMENT to convert an opportunity to a finalized,
signed document. In other words, you
Consistent, AI-powered don’t need to manually review and
obligation management essentially summarize all legal information. You can
replaces the need for Excel - or a spend more time on higher-value, more
manual methodology of obligation strategic legal work.
tracking. AI capabilities are leveraged to
track key obligations within each legal
record - all without manual intervention.
This kind of obligation management
helps you to build a best-in-class
management program while improving
governance and regulatory compliance.

SEARCH
CAPABILITIES
Thanks to fully optimized
and advanced search
capabilities, wording in legal documents
is easily searchable for quick mitigation,
remedy, or future action.

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READINESS

ANALYTICS SIGNATURE
By using a single source MANAGEMENT
of truth for all of your legal Finally, by integrating an
records and activities, you immediately electronic signature (e-signature) product
benefit from advanced reporting and like DocuSign, you can achieve a faster,
analytics. Such a system’s dynamic more flexible completion process
reporting and dashboard analytics help altogether. Seamlessly-automated
you to view, analyze, and report on all e-signatures allow you to convert a final
records and activities. And this advanced version of a legal document to a signed
reporting provides you with a 360-degree one. No more of those delays associated
view of their states, ultimately supporting with a manual signature process. And Want to know what your company’s
a best-in-class program. you don’t have to invest separately in an digital transformation level is?
e-signature tool either. Fill out this interactive scorecard to get
your customized report.
START QUESTIONNAIRE
LEGAL DOCUMENT
COLLABORATION
Legal document
collaboration and redlining
allow you to view all document changes
without having to look through every
single version. This helps you to cope
with a higher volume of documents - at
a quicker pace. In the absence of such
collaboration, you can spend a significant
amount of time analyzing and reviewing
redline changes in any process.

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READINESS

G O I N G D I G I TA L : I P S O F T ’ S
T R A N S F O R M AT I O N - R E A DY L E G A L T E A M
It’s those earliest moments of a crisis that When Jerry Levine joined IPsoft as its Levine highlights that IPsoft’s “entire team
“heavily influence the enterprise’s crisis first in-house general counsel (GC) can function wherever they are now.”
management effectiveness,” according in 2015, the organization didn’t have a “We have had meetings from all over the
to a recent Gartner report on crisis contract lifecycle management (CLM) world with various digital tools,” he says.
escalation procedures.21 system in place for its legal, sales, and “One of the benefits of a cloud-based
operations departments. Rather than CLM system, in particular, is that we can
The paper describes two Scandinavian waiting for a crisis, such as the COVID-19 securely work anywhere and do the best
telecom giants and their respective (coronavirus) pandemic, Levine worked for our clients, regardless of the situation.”
reactions to a microchip shortage crisis toward digitally transforming IPSoft’s
in 2000. One of the two companies legal team.
reacted quickly and worked closely with
the chip manufacturer to find solutions to He sought a CLM solution that
the supply shortage. The other adopted prioritized the needs of a GC and various
a ‘wait and see’ approach rather than departments, and ended up adopting “One of the benefits of a
developing its own contingency plans. As and implementing the ContractPodAi
a result, the latter company experienced CLM. It meant that IPSoft’s corporate cloud-based CLM system,
divisional losses exceeding $200 million legal team was fully digitally equipped in particular, is that we can
USD, with market share losses that by the time that the coronavirus spread securely work anywhere and
were never fully recovered. Meanwhile, globally. It could function entirely in the
the former company emerged from cloud environment instead of needing to do the best for our clients,
the crisis stronger than ever before, be physically tied to the office. regardless of the situation.”
even experiencing a 30% increase in its
international market share. New York City’s first confirmed case of - Jerry Levine,
COVID-19 occurred on March 1st, 2020. in-house general counsel
The moral of the story is that moving By March 14th, 524 cases had been —
quickly and intelligently, especially in confirmed, with 2 fatalities.22 In the high-
times of crisis, can pay solid dividends for density population, the contagion had
your company. plenty of opportunities to move rapidly.
IPsoft, at that time, encouraged its staff
One such fast-mover is IPsoft, a to work from home (WFH) - faced with
disruptive artificial intelligence (AI) the frightful possibility of staff contracting
and cognitive technology company, the virus on their commute to the core
with operations in 15 countries. It has of Manhattan. And its legal team really
long managed enterprise technology didn’t have to think twice about switching
infrastructure for global businesses, to the WFH policy – all thanks to having
and has evolved into a leader in AI and already digitally transformed.
cognitive technology.

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READINESS

Upon completing an assessment that addresses all of the metrics mentioned above,
companies can determine their current digital state. Typically, GCs and legal teams
find themselves at one of the following three phases: nascent, evolving, and mature.

THREE STAGES OF DIGITAL TRANSFORMATION READINESS

Nascent Stage Evolving Stage Mature Stage

of Digital Transformation of Digital Transformation of Digital Transformation
(Beginning Phase) (Early-Development Phase) (Later Phase)

1. NASCENT STAGE OF DIGITAL 2. EVOLVING STAGE OF 3. MATURE STAGE OF DIGITAL

TRANSFORMATION DIGITAL TRANSFORMATION TRANSFORMATION
(BEGINNING PHASE) (EARLY-DEVELOPMENT PHASE) (Later Phase)
When your management function is at a You may have a basic tool kit needed Being at a mature stage of digital
nascent stage of digital transformation, for building an efficient and effective transformation deserves a congratulatory
more than likely, there are rather management program. But your note. Few organizations can claim
significant deficits with your current functional capabilities are still at an the honor of reaching this level of
management program. It should be evolving stage. That is because there are sophistication. However, even at this
effective and efficient enough to meet clear gaps in your deployed technology, phase, there may be certain elements
your current needs while helping you to for example. These inhibit your ability to of your current technology that need
deliver on business outcomes. All of this build a world-class management function enhancement. So, it is important to
needs addressing to build a long-term, to deliver on business outcomes. have the right set of tools to build upon
sustainable management function. an already world-class management
function.

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READINESS

2 . I D E N T I F Y YO U R C R I T I C A L One of the most common pain points for legal functions is

BUSINESS OUTCOMES delivering more legal services for less. Typically, within a lean
legal function, the volume of labour-intensive work increases
Your digital transformation journey also needs a clear start and disproportionate to legal budgets. As such, legal digital
end point. So next, you need to identify the critical business transformation may involve GCs and legal teams focusing on
outcomes. These highlight your legal team’s KPIs, quantifiable more strategic legal work, the centralization of a management
metrics for success, and ultimate aspirations. For example, function, and the building of a quicker, effective, and consistent
some of your legal team’s KPIs may include: management program.

Number of simple legal documents that are automated

Outsourced law firm budget

Percentage of agreements with compliance terms and

conditions (T&Cs)

Average time to create legal documents 1

Focus on strategic
Number of legal documents self-generated legal work
by business users

Business unit customer satisfaction

2
Centralization
of management
function

3
Building an
effective & quicker,
management
program

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READINESS

1. FOCUS ON STRATEGIC LEGAL WORK 3. BUILD A BLUEPRINT FOR TRANSFORMATION

Lawyers in corporate legal departments focus on evolving With your business outcomes clearly defined, you can begin
strategic and transactional legal work every single day. This to figure out the direction of your digital transformation. This
is where they can best use their skill sets to add true value to involves building a blueprint and mapping out your entire
the business. Still, given the sheer volume of work and lack of journey. Understanding your current and desired states means
technology enablement, in-house lawyers continue to be tied that you can more efficiently work with a vendor to get from one
up with low-value and mundane legal work. In fact, this is fairly state to the next.
common with management-related work.
At this point, individual technological features need to be
2. CENTRALIZATION OF MANAGEMENT fully comprehended and appreciated. It helps to determine
which technologies are suitable, which simply don’t have the
FUNCTION functionality, and which provide peripheral capabilities that
Typically, there are a number of stakeholders involved in a aren’t relevant or pertinent to your legal team’s needs. Then,
management process. As a result, enterprises tend to end identify and build use case stories to improve your technology
up with multiple systems of records; different workflow deficits - with critical business outcomes fully in mind.
management and collaboration toolkits; and no central
reporting system. Unfortunately, the absence of a centralized Still, even at this stage, GCs and legal teams need to continue
management system can be a significant pain area for these thinking deeply about an incremental change instead of one
same enterprises. resembling the Big Bang. Lay out a phased approach so that
you’re able to take on your digital transformation in manageable
3. BUILDING OF A QUICKER, EFFECTIVE, AND increments.
CONSISTENT MANAGEMENT PROGRAM
That’s in addition to keeping in mind the quantifiable metrics at
Lawyers struggle with building standardized processes and your disposal. Specify these benchmarks to measure success
playbooks. These can support the efficient and effective and failure at each phase. These still need to be tracked as part
management of legal documents across an enterprise. Even if of your overall transformation plan.
organizations are able to build such processes and playbooks,
their adoption may be highly manual, slow, and inconsistent due Without question, then, when it comes to achieving your critical
to a lack of successful digitalization. business outcomes, meticulously drawing up a blueprint for
digital transformation can go an incredibly long way.

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C H A P T E R 5 : T R A N S F O R M AT I O N
DELIVERY

The second facet of the Digital Transformation Model is

Transformation Delivery. At this point, you should still work on
your legal digital transformation with a vendor or consultant.
And to ensure the delivery of it as a project leader, you would do
well to follow four crucial steps.
Manpreet Dhillon
Head of Legal 1) Procure a technology platform
Transformation
Prior to joining ContractPodAi, Manpreet Dhillon 2) Deliver implementation plan
was Legal Counsel at BSH (Bosch and Siemens
Group of Companies), where she successfully
implemented ContractPodAi into the business.
3) Embed legal design and engineering
As a hands-on commercial lawyer, methodology
Manpreet has in-depth knowledge in IT law, and
has experience in drafting and negotiating all
4) Digitalize your legal data
types of agreements - from IT to procurement
and sales contracts.

1. PROCURE A TECHNOLOGY PLATFORM

Once GCs and legal teams have a full understanding of their
departments’ needs, they are sufficiently equipped to tackle
transformation delivery. But the configurability of platforms
is important, such that you can adjust any system to suit your
own needs. Where possible, choose out-of-the-box (OOTB)
solutions instead of deeply-customized solutions. When
thinking about digital transformation in legal, far too many
professionals are immediately drawn toward custom-coded
projects.

Whether it’s an AI-based system or a specialized application,

customization invariably delays projects, adds costs, and even
increases the risk of failure. It’s far more beneficial to learn the
capabilities of an OOTB digital system, and then configure
and adapt it to your own business needs. The beauty of such
solutions is the ease of reconfiguring the system whenever
needs change. A new customization or recoding project isn’t
necessary. In many cases, businesses come to realize that the
initial inclination to customize isn’t required at all. That’s because
an OOTB digital product, by and large, serves users’ needs
without incurring extra deployment time, additional costs - and
headaches.

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DELIVERY

CHOOSE THE RIGHT PARTNER

1
But choosing the right partner is crucial also. Where possible,
seek out vendors that provide implementation, support, and
customer success services as part of a digital transformation
project. The last thing you want is to partner with a vendor Assess
that sells you software, alone, leaving you to figure out how to Technical
implement, deploy, and use it. Requirements
2
Throughout the managed implementation of a digital
transformation platform, the most reliable vendors will make use Manage Digital
of best practices while encouraging an active partnership with Transformation
customers. More specifically, they will: Platform

3
Assess your technical requirements and develop a Project
Plan. Track Support
Issues
Manage the setup, configuration, and use of digital
transformation platform, including performing full-system
installation and integration with the assistance of technical 4
teams
Provide Online
Log and track support issues right through resolution, using Training
project management tools

Provide online training and product demonstrations 5

Build and deliver legal transformation plans Deliver Legal
Transformation
Support Machine Learning and AI if required.

Understand the “gap” in between your current process to

6
future process and provide creative ways to resolve them Support Machine
Learning and AI

7
Process Gap
Analysis

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DELIVERY

WHAT DOES AI MEAN FOR LEGAL? 2. DELIVER IMPLEMENTATION PLAN

Today, there’s growing competition between AI-driven and Next, gauge vendors’ willingness to work toward incremental
traditional firms across many industries. For leaders of change instead of a ‘Big Bang’-like event. The former can foster
traditional firms, competing with digital rivals involves more than whole movements toward digital. The latter scenario may create
deploying enterprise software or even building data pipelines, work environments in which employees switch platforms too
understanding algorithms, and experimenting with the same. It often, too quickly, and contain ‘multiple versions of truth.’ That’s
requires ‘rearchitecting’ firms’ operating models altogether. not a fruitful scenario.

Historically, though, the legal sector has been slow to adapt At this stage, think about an agile approach to transformation
to change, adopt transformational technology like AI, and delivery, too. If your example use case is ready, simply proceed
undergo a legal digital transformation. Already at work in legal with it without waiting for everything else to be ready. Keep in
departments in medium- and large-sized organizations, though, mind some earlier advice: always seek a technology that can
AI harnesses computing power to change the way general provide those early successes. A quick implementation – or
counsels and other legal professionals operate for the better. early deployment cycle - will only help to build tech adoption
within your team.
According to a recent Gartner survey, 60% of chief information
officers have long-term plans for AI, while 20% currently With respect to change management, alterations to traditional
experiment with it.23 Artificial intelligence need not be legal functions should be made rather progressively, too. A step-
sophisticated - or the stuff of science fiction, though. As the by-step approach allows for lessons to be learned along the
Harvard Business Review explains it: “As digital networks way, not to mention time for an organization to adapt. It doesn’t
and algorithms are woven into the fabric of firms, industries leave any employee behind. In fact, employees are crucial to
begin to function differently and the lines between them blur. ensure that technological changes firmly take root. And in any
The changes extend well beyond born-digital firms, as more- successful digital transformation, employees are more likely
traditional organizations, confronted by new rivals, move toward to be rewarded for generating new ideas, taking appropriate
AI-based models, too.”24 risks, and following test-and-learn practices as they pursue
opportunities.
So whether you are growing a digital startup or revamping a
traditional enterprise, it’s absolutely essential to understand and Ultimately, though, a seamless and successful transformation
appreciate the impact that AI has on operations, strategy, and project comes down to the collaboration between the vendor
competition. and your entire team. So, know what you can expect of the
vendor and what’s expected of your team equally.

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DELIVERY

Typically, implementations kick off with

discovery interviews over a one- to
two-week period; system configurations
occur within the first six weeks; and
system quality assurance and testing take Week
Prerequisite Gathering
1-3
during weeks seven and 10. Following
this, ‘go-live dates’ are set and full onsite
training is offered during weeks 11 and
12. Throughout the entire three-month-
period, content migration services should
also be provided. Week
Environment Setup
Truly, the importance of planning the
implementation of technology and
2-9
getting ready to go live cannot be
stressed enough. There are valuable Week
Account Setup
3-6
lessons to be learned. GCs need to be
open-minded. Being too focused on
getting your legal department into a
perfect digital state can result in bringing
on systems that completely backfire. So,
don’t delay your transformation journey
by planning for a perfect system that will Week
take a year or two to deploy. Get started
with a good plan, and work with your
vendor in an agile manner.
7-11 Test & Release

During the first three weeks, think about Week

11-12
prerequisite gathering. Between the
second and ninth weeks, look at the Feedback Round
environment setup. Then, focus on the
account setup between the third and
sixth weeks, and the testing and release
during the seventh and eleventh weeks. Week
13-14
Pay attention also to the feedback
round during the eleventh and twelfth Final Configuration
weeks. Finally, it’s time for the necessary
configuration during the thirteenth and
fourteenth weeks.

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DELIVERY

As one of the world’s largest At the very start of its digital

petrochemical groups, operating in transformation journey, Braskem laid The majority of these came out of the box
100 countries, Brazilian-headquartered out its strategic objectives. It wanted and were built into their implementation
Braskem reached a point in the business to enhance internal controls, and have cycle. Of course, as with other
where it needed a technological solution. full transparency, security, agility, and implementations on this same scale, they
It needed to digitalize its entire legal cost reductions. From a user standpoint, needed to be integrated fully with other
function. it needed to automate its contract software, as well..
management processes around the
That’s because the company’s global world. On top of that, it needed to According to Braskem Legal Manager
legal department bore the weight of make that automation relatively simple; Filipe Tavares, it’s important to partner
an intense throughput of contracts it wanted uniformity in its contract with a vendor like ContractPodAi – one
and related documents, as well as an templates and to facilitate global working that’s not only committed to tailoring
exhaustive operational schedule. So, for its central legal team based in Brazil. your tool to your specific needs, but
at the board level, the business sought integrating it into your processes,
a single contract management system A tall order, to be sure. And to achieve its systems, and workflows.
(CMS) that could be used on a global company-wide goals, Braskem identified
scale. In essence, what Braskem needed a number of essential elements when “It’s great how easily and quickly we can
was a centralized solution for business- it came to system functionality. They now generate contracts and reports on
wide contract management. needed a centralized contract repository; rights and obligations - and keep track
a global automated process to generate of all of the important dates,” Tavares
But digital transformation - at such a and negotiate contracts; aligned and says. “We value our customer-vendor
global scale - required the integration uniformized practices and work lows; partnership very much and look forward
of contract processes and a dynamic tools to search and manage contract to strengthening this relationship, as we
system. It also needed to cope with data; digital signatures within the work continue our efforts around our legal
different workflows and approvals at the low; and integration with SAP. digital transformation.”
regional, business unit, and operational
levels. Braskem’s challenges were rather Having finally identified its use case in
complex, yet clear. It had no centralized January 2018, Braskem then shortlisted a
legal front-door request center. It had number of potential suppliers. Ultimately,
a lack of internal resources needed it selected ContractPodAi for its main
to implement self-servicing contracts. elements - machine learning, legal
Finally, the company had itself a training engineering, and cloud infrastructure all
challenge - how would they train people being part of the platform.
across different regions, and with
different technology skill sets, all on the
same platform?
“It’s great how easily and
quickly we can now generate
contracts and reports on
rights and obligations”
- Filipe Tavares,
Legal Manager, Braskem

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ContractPodAi_ Three Stages of Legal Digital Transformation

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DELIVERY

3. EMBED LEGAL DESIGN

AND ENGINEERING
M E T H O D O L O GY
Once a vendor team fully understands
2. MAP FUTURE VISION 1.
Define
your individual use case, they can begin These “legal engineers” help you to
understand where you want to be and current
assisting your implementation managers,
as they adopt and configure a brand- what your final destination looks like for processes
new systems. The team will draw out your journey. They will provide a vision
process maps and charts to better of how agreements will be automated,
understand your legal departments’ approved, and executed in the digital
current process. world.

Following that, the vendor should work

with you to understand your goals and
3. THINK OF INDIVIDUAL USE
ensure that your current processes are
CASE SOLUTION
not disturbed to a great degree. That’s
before assisting with all of the abstraction Legal engineers provide gap analyses 2.
work. Basically, legal engineers get based on your current needs and desired Map future
involved to look at your organization’s digital state. Equally importantly, they will vision
future, not its past. They look at how legal show you how to bridge that gap before
departments can truly transform - and proceeding through a step-by- step
fully prepare for the changes that lie discovery review.
ahead.

Here are the four ways in which a “legal 4. DEVELOP A DELIVERY

transformation” team, in particular, can PLAN
help you along the way.
Finally, they will create a transformation
1. DEFINE CURRENT plan. That is the method of moving from
the current to future digital state of your
3.
PROCESSES Think of
legal department. This complete process
individual
Firstly, a legal transformation team mapping includes how you are going to
can help you digest and understand do it and what is needed exactly on your
use case
the current processes within your organization’s end. Following this, you solution
organization. They will document will have your very own organizational
how contracts are currently executed playbook.
and who is involved in approvals and
final signature, company policies and
guidelines, and discuss any and all
expectations.

4.
Develop
a delivery
plan
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DELIVERY

4 . D I G I TA L I Z E Y O U R L E G A L D ATA
Another critical step of the transformation delivery is
migrating your existing and historical data onto the new Want to move your existing
system. This may seem like a step that needs no mention. agreementsz- along with
However, you need to be explicit about your migration. extracted metadata - to a smart
And to ensure that the project is deployed quickly and contract repository?
effectively, you need to make certain that you have a sound Read more about
implementation plan in the first place. Migration and Abstraction
Services.
Generally speaking, a vendor team that provides these DOWNLOAD NOW
services will be more familiar with the vendor’s technology
and know how to effectively migrate all of your data. But
when it comes to migrating your legal documents, for
instance, remember to also ask about the expertise level of
the individuals handling your private and confidential data.
Do they have legal backgrounds? Do they understand the
operation of contracts and the critical nature of these files?

The bottom line is that you need professionals who are

passionate about the legal world and technology. When
they’re keen on both, there’s a magic that will transform
your legal function altogether. Of course, it can be so
overwhelming going through this process, so you need a
team that you can depend on - and a team that knows what
they are talking about.

Many technology vendors will assume that you will migrate

your own documents onto a new system. Others will
recommend consultants or an outsourced agency that can
help you. Both options are fine, of course, but either can
result in pesky input errors. For a comparative example,
look for services similar to those outlined in our Contract
Migration and Abstraction brochure.

38
ContractPodAi_ Three Stages of Legal Digital Transformation

C H A P T E R 6 : T R A N S F O R M AT I O N
SUCCESS

1. ADOPT A PLAN
Consider the previous building phases as merely the beginning
and middle of your journey. By now, transformation readiness
Kumud Bika and delivery are in your rear-view mirror. You should have a full
VP Global understanding of your particular business. Now, you should
Customer Success continue to focus on implementation and configuration - along
with rollout and adoption, and ongoing success.
Kumud Bika previously worked at Clearslide,
where she was responsible for building a
thriving customer success function. Kumud is Your adoption roadmap should include:
passionate about partnering with customers to sponsorship alignment, with agreed-upon objectives, use
drive and grow value throughout the cases, and success metrics;
customer lifecycle. As a leader of
customer success teams for over 10 years, she
enhances overall customer experience, while
individually-tailored trainings and resources, with a 90-day
optimizing product and service delivery. review, health checks, and QBR/EBRs;

account reviews, with another 90-day review, and more

health checks and QBR/EBRs;

advanced options, like ‘train the trainer’ and a certification

program.

As for your framework, keep in mind your relationships, revenue,

and risk. Develop relationships across the business, think about
engagement quantity versus quality, and drive mutual value
partnerships. Focus on sales alignment – retaining, upselling,
The third and final facet of the Digital Transformation Model and expanding. Remember those risk metrics, drivers of loss
is Transformation Success. Just like your journey, itself, your and risk, and loss review, too.
relationship with your vendor or consultant shouldn’t come
to an end at this point. Ultimately, the success of your digital
transformation is highly dependent on this partnership - along
with three important steps.

1) Adopt a plan

2) Identify champions

3) Measure success criteria for business

outcomes

39
ContractPodAi_ Three Stages of Legal Digital Transformation

C H A P T E R 6 : T R A N S F O R M AT I O N
SUCCESS

A D O P T I O N R OA D M A P

1. 2. 3. 4.
Tailored Advanced
Sponsorship Account
Trainings Option Offers
Alignment Reviews
& Resources

C O N T I N U E D T R A I N I N G A N D S U P P O RT Finally, transformation success managers provide day-to-day

account support; establish clear goals and milestones to
The ongoing customer success support of your vendor is onboard and deliver value; generate and share educational
also important. Typically, transformation teams are made of resources, trainings, and best practices; and, lastly, focus on
transformation and legal engineers, and transformation and customer advocacy.
success managers.

Transformation engineers scope out and assess your technical

INCENTIVIZE ADOPTION
requirements; look at and deliver proof of concepts based It’s really the adoption and full use of technology that will
on you requirements; and provide tailored demonstrations of define any success. Without question, these will make your
system functionalities. digital transformation truly flourish. Hunter Simon, VP and
General Counsel of Technicolor Production Services, offers
Transformation managers, on the hand, focus on developing some particularly well-founded advice on this point: “Never
a project plan. They manage the setup, configuration, and use underestimate the value of adoption management in any new
of platforms, including performing full-system installation and change management process. It determines whether or not the
integration with the assistance of tech teams. Additionally, they new technology will take root.”
log and track support issues through resolution, using project Granted, adjusting corporate culture is among the greatest
management tools, and provide online training and product challenges in legal. But it’s one of the best ways to drive user
demonstrations. adoption of a new technology. And it’s one of the main ways for
digital transformation to gain any sort of momentum within an
Meanwhile, legal engineers focus on building legal organization. Fortunately, both can be achieved with the aid of
transformation plans. They support machine learning and internal product champions.
AI aspect of your implementation. They also understand the
“gap” from your current process to future process, and provide
creative ways to resolve them.

40
ContractPodAi_ Three Stages of Legal Digital Transformation

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SUCCESS

T R A N S F O R M AT I O N S U C C E S S B L U E P R I N T

UN DERSTAN DIN G TH E B US I N E SS

1
Review Business Objectives
Understand Key Challenges
Desired Outcomes
Define KPIs

IMPLEMENTATION & CONFIGURATION

2 Account Setup
Check-in Calls
Testing Scripts

RO L LO U T & A D O P T I O N

3 Create Use Cases

Best Practices
Monitor Usage

ONGOING SUCCESS

4
Drive Value
Training/Support
Quarterly Business Reviews
Secure Renewal
Expansion
Advocacy

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ContractPodAi_ Three Stages of Legal Digital Transformation

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SUCCESS

2. IDENTIFY CHAMPIONS
In this light, work with your technology vendor to map out an
adoption plan that includes identifying these influencers in
your organization. But don’t feel limited to your own legal team.
Find influencers and employees willing to become superusers
both within the legal department and throughout the business.
Naturally, that is if your solution has users in other units.

Internal product champions are well recognized and respected

employees. They understand existing systems and standard
processes in an organization. They also become the “voice” of
any new initiatives, sharing the benefits within legal teams and
employee groups. Key drivers of behavioral change,
such champions need to be cultivated by executives, though.
But because of their ground-floor knowledge and influence, they “Keep (internal product
can help change company culture. This makes embracing digital
become less of a stress - or burden - and more of an opportunity champions) in the proverbial
for success. loop. Keep them fully
engaged and feeling like
Overall, keep these champions in the proverbial loop. Keep
them fully engaged and feeling like they are the drivers of the they are the drivers of the
company’s success. After all, they are your anchor runners on company’s success.”
your relay team. Paying close attention to this group will pay
—
solid dividends.

42
ContractPodAi_ Three Stages of Legal Digital Transformation

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SUCCESS

3. MEASURE SUCCESS CRITERIA M E A S U R E A N D R E P O R T C O N S TA N T LY

FOR BUSINESS OUTCOMES ON QUANTIFIABLE METRICS
Simply stated, it’s easy to get lost in the features and Keep in mind, though, that transformation success is about
functionality of a new digital system. To avoid this, keep the measuring the metrics that you’ve already set, and moving
conversation strictly focused on the business outcomes that toward that goal of hitting on - and exceeding - your
your team and organization set out to achieve. all poppies. Your benchmarks or outcomes. It’s also important to use quantifiable
digital transformation will be an ongoing obligation, as success and failure metrics against a benchmarks set.
a result.
Although it’s fairly easy to set excessively ambitious targets,
FOCUS ON CRITICAL OUTCOME setting the bar too high will only demoralize your team. Instead,
AT TA I N M E N T think through what is reasonably expected within the next 6, 12,
and even 24 months.
Look carefully at the analytics. Set a goal for your legal team
to run a discovery phase before generating a report, including Engender a willingness to experiment and remain open to
statistics, on your expectations. forgiving occasionally missed targets. Remember that digital
transformation in legal is as much about shifting the cultural
Adopt a digital transformation plan, deploy the perfect solution, mindset as introducing new processes, ways of working, and
and keep track of your critical business outcomes. Then, technology systems. So, setting realistic yet aggressive ROI
you’ll want to show the success of your digital transformation goals and KPI targets is essential.
project to your senior leadership team (SLT) if not the entire
organization. After all, everyone wants to hear these particular At the end of the day, digital maturity is a remarkable
stories and share in individual successes. And digitalizing legal achievement. But it’s never really the end point. As you reach
is a very significant one for any business. Don’t be shy! a higher stage in your transformation, you need to continue
to adapt and automate. And you need to be prepared to
grow more digitally mature during the course of your next
relay marathon. Your digital transformation will be an ongoing
obligation, as a result.

43
ContractPodAi_ Three Stages of Legal Digital Transformation

CONCLUSION

Indeed, change can be difficult. It’s especially true for the legal
sector, in which organizations are founded on structure and
strict regulations. But the evolution of general counsels (GCs)
and other legal professionals means fully embracing ‘change.’
That was the message for the corporate legal community
underlying the Great Recession of 2008, the recession of
2015, and the COVID-19 (coronavirus) pandemic of 2020. The
most recent global shock has awakened many GCs to the true
need for digital transformation in corporate legal departments.
Compared to the serious pain of not being able to access
contracts during times of crisis, for instance, those of legal digital
transformation are inconsequential. Most importantly, it makes
a world of difference to organizations’ fitness and preparedness
overall.

Technology isn’t monolithic, though. It’s the sum of remarkable,

underlying pieces of technology, working closely together.
That’s what makes a system and process incredibly worthwhile.
Technology, onto itself, isn’t a panacea either. Instead of being
a sole agent of the change process, it’s merely a facilitator
of digital transformation journeys. That’s why transforming
legal requires the dedication of technology vendors and legal
engineers. They care about the implementation, integration, and
deployment of a solution as much as its impact on your legal
department. Because of this, it’s absolutely essential to identify
- and partner with - those who embody a holistic approach to
modernizing legal operations. As demonstrated in the cases
of IPsoft, Concorde Technology Group, and Braskem, these
partners are already helping legal teams to transit through
transformation readiness, delivery, and success. Legal digital
transformation, then, really isn’t for some future consideration. Its
time has come today.

So embrace it. Act on it. Digitally transform. And

remember, the right partner can transform legal’s
‘more for less’ mantra into, ‘more impact, less stress!”

“Change management is hard;

culture change is even harder”
- Sarvarth Misra, CEO,
ContractPodAi

44
ContractPodAi_ Three Stages of Legal Digital Transformation

O T H E R R E S O U R C E S YO U M AY F I N D
INTERESTING

D I G I TA L T R A N S F O R M AT I O N
SCORECARD

Where are you in your digital

transformation journey? Fill out this short
questionnaire today and find
out your personalized score.

S TA RT Q U E S T I O N N A I R E

CONTRACT MANAGEMENT
PRIMER
Need the 101 on contract management?
Find out everything you need to know
in this primer, which includes a handy
contract management checklist at the
end.

READ NOW

CONTRACT MANAGEMENT
C R I S I S P R E PA R E D N E S S

Want to make sure your legal team

has all the right tools and processes
in place during any crisis? Read more
about legal teams' contingency
planning today.

D OW N LOA D N OW

45
ENDNOTES

1
Tomorrow’s Lawyers: An Introduction to Your Future (2nd Edition); Richard Susskind, Oxford
University Press, 2017, p15.
2
The End of Lawyers; Richard Susskind, Oxford University Press, 2010, p11
3
“Managing Contracts under Covid-19: What have we learnt?” IACCM, Tim Cummins, President,
15Apr2020.
4
“Managing Contracts under Covid-19: What have we learnt?” IACCM, Tim Cummins, President,
15Apr2020.
5
“Corporate Counsel’s Employment of Technology 2020 Research Report. What’s down the road
for AI-based Contract Management and Corporate Legal Hazards?” ContractPodAi, Mar2020.
6
“Managing Contracts under Covid-19: What have we learnt?” IACCM, Tim Cummins, President,
15Apr2020.
7
”Survey Analysis: How Legal and Compliance Leaders Can Meet and Exceed Their Automation
Goals” Gartner, Jim Murphy, 27Aug2019,
ID: G00386406
8
“Survey Analysis: How Legal and Compliance Leaders Can Meet and Exceed Their Automation
Goals” Gartner, Jim Murphy, 27Aug2019,
ID: G00386406
9
“Survey Analysis: How Legal and Compliance Leaders Can Meet and Exceed Their Automation
Goals” Gartner, Jim Murphy, 27Aug2019,
ID: G00386406
10
“Discovery-Driven Digital Transformation: Learning Your Way to a New Business Model,” Harvard
Business Review (HBR), May-Jun 2020, Rita McGrath and Ryan McManus, p124-133.
11
“Digital Transformation: Improving the Odds of Success” McKinsey Quarterly, Jacques Bughin,
Jonathan Deakin, and Barbar O’Beirne, 22Oct2019.
12
Aaron Levie, CEO Box, @levie Tweet, 5Apr2020 3:34pm
13
“Contract Management Crises Preparedness for GC: How to Prevent COVID-19 and other
Crises from Affecting Your Contract Management” ContractPodAi, Apr2020.
14
“Digital Transformation: One Discovery at a Time” HBR Ideacast, Episode 738, 28Apr2020, Rita
McGrath, Columbia Business School Professor.
15
“Survey Analysis: How Legal and Compliance Leaders Can Meet and Exceed Their Automation
Goals” Gartner, Jim Murphy, 27Aug2019, ID: G00386406
16
“Crisis Can Spark Transformation and Renewal,” Boston Consulting Group (BCG), April 2020,
Lars Fæste , Ramón Baeza, Christoph Lay , and Christoph Meuter
17
“COVID-19: Market Insights from IGNITE: Impact on Corporate IT Spending” Insight Partners,
6Apr2020
18
“COVID-19: Market Insights from IGNITE: Impact on Corporate IT Spending [6-Week Summary]”
Insight Partners, 20Apr2020.
19
Survey Analysis: How Legal and Compliance Leaders Can Meet and Exceed Their Automation
Goals” Gartner, Jim Murphy, 27Aug2019, ID: G00386406
20
“Legal Tech for In-house Lawyers is Coming of Age.” Raconteur, Sarvarth Misra, Nov 2018,
(https://bit.ly/2Zx77Gr)
21
“Managing Ambiguity in Crisis Escalation Procedures” Gartner ID G00717462, January 2020.
22
“2020 Coronavirus pandemic in New York” Wikipedia (https://bit.ly/2TRrk6Y)
23
Survey Analysis: How Legal and Compliance Leaders Can Meet and Exceed Their Automation
Goals” Gartner, Jim Murphy, 27Aug2019, ID: G00386406
24
“Competing in the Age of AI,” Harvard Business Review (HBR), Jan–Feb 2020, Marco Iansiti and
Karim R. Lakhani

46
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