When law firms procure new business systems, the smartest approach is to treat the decision as a strategic investment, not another software purchase. This mindset reframes the exercise from 'selecting more software' to 'designing the firm's future operating model'.

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Once objectives are clear, the next step is assessing which systems genuinely meet the firm's needs.

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Key questions include:

• Does the system align with the firm's growth strategy, client experience and retention needs, and technology innovation desires?

• Will it deliver efficiency and measurable improvements reducing processing time, better data accuracy, and lower operating costs?

• Does it support compliance and help standardise processes to improve productivity?

• Is it configurable enough to avoid costly customisation?

• Can it integrate cleanly to support automation, mobility and ensure a single source of truth?

• Does it meet security and scalability expectations?

• Does the vendor's roadmap, support model and contract terms (exit rights, data ownership, SLAs, licensing) align with the firm's long-term needs?

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Systems only create value when they are adopted, properly embedded, and set up to change how the firm needs to operate. Even the best systems fail without redesigned processes, clean data, user adoption, effective integration, and organisational readiness. A recent McKinsey global survey indicated that "Organisations that succeed are three (3) times more likely to have strong implementation disciplines than those that fail."

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Successful implementations share common traits including:

• Strong preparation, timely and disciplined decision-making, and clear governance.

• Alignment to measurable business outcomes, not just the go-live timeframe.

• Realistic timelines, adequate resourcing, and firm scope management.

• Visible leadership that maintains momentum and resolves cross-functional issues.

• Effective change management (effective and continuous communication, training and stakeholder engagement) that builds capacity and willingness to adopt new ways of working.

• Embracing best-practice processes rather than replicating legacy processes.

• Early decisions that shape reporting, integrations, performance and scalability.

• Robust data optimisation, migration and governance.

• Well-designed integration architecture and security controls.

• Thorough testing and a rehearsed, risk-managed cutover plan.

• Clear understanding of the supporting vendor's implementation capability.

• Planned post-go-live support for a successful and sustainable transition.

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The most successful firms treat systems selection as important but implementation as critical. While software offers 'potential', disciplined implementation turns that potential into 'value'.

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If turning strategy into reality is the goal but execution may be the challenge, let's connect.

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Robert Wagner, Partner, Harriss Wagner Consultants and Advisers

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