Core legal AI platform rollout
Summary
Implement a core legal AI platform and run the business change, adoption and monitoring activity needed to make it stick.
Score breakdown
Category score is the share of that category's criteria answered yes. Contribution is that score times the category weighting.
- Areas of focus0/1×5%0.0
- Clients2/3×10%6.7
- Expansion & global footprint0/3×25%0.0
- Increasing revenue & profitability2/2×25%25.0
- People & culture0/2×10%0.0
- Innovation & service delivery2/2×10%10.0
- Operational infrastructure3/3×15%15.0
Criteria
Areas of focus
- Improves growth in the areas of focus: no
Clients
- Improves client satisfaction scores: yes
- Improves client retention rate: yes
- Improves net promoter score: no
Expansion & global footprint
- Supports expansion of regional offices: no
- Supports expansion into new countries: no
- Increases revenue from international markets: no
Increasing revenue & profitability
- Improves fee earner revenue: yes
- Improves utilisation rate: yes
People & culture
- Improves employee engagement scores: no
- Improves staff retention: no
Innovation & service delivery
- Improves efficiency through adoption of legal technology: yes
- Improves processes through automation: yes
Operational infrastructure
- Reduces operational footprint through optimisation and automation: yes
- Allows for risk mitigation: yes
- Aligns with the technology roadmap and future plans: yes
Benefits
Fee earner cost savings of approximately £1.3m per year. Greater consistency; wider coverage of document review; more rewarding work; improved client perception; lower risk of unapproved tool use; access to future capability.
Resources required
Enterprise architecture team; information security team; procurement and risk team; project manager; change and adoption team
Review note
Currently technology-led and light on practice process inefficiencies. Run a short evaluation of alternative platforms before a firm-wide rollout. A blanket deployment to all fee earners with roughly 30% active use will erode the modelled return while people work out what to use it for. Better to identify one tangible practice vertical, understand the process, design the solution, measure the benefit, then deploy use case by use case. That controls implementation cost and carries the learning into each release.
Position
56.7
Weighted score out of 100
#5
of 28
Scores 50 or above: on the shortlist for a business case.
Facts
- Sponsor
- Alan Whitcombe — Chief Operating Officer
- Sponsor identified
- Yes
- Cost band
- >£500Kmidpoint £750k
- Benefits
- High tangible benefitsscore 3
- Complexity
- Highscore 3
- Strategic alignment
- 52%
- Schedule
- Sep 2026 — May 20279 months
- Delivery team
- Alice Whitfield