Page 91 - The Handbook - Legal and Accounting Networks 81
P. 91
Law and Accounting Networks and Associations
Technology is not something that can be touched. It is an intangible. The results of technology can be measured,
but many of the results are word of mouth. The return on investment is difficult to measure, and the short-,
medium-, and long-term benefits are not easy to understand. The use of the technology will vary from member
to member depending on how the members use their own technology. Use will also vary because of cultural
differences. In some cultures an associate would never send an email to a group in which there are partners.
While the performance-price ratio continues to fall, technology still costs money.
Technology has its proponents and its doubters. A recent survey ranking how receptive law firms are to
technology in the marketing function is indicative of the attitudes found in a legal network.388 The survey
results demonstrate that most firms are receptive to marketing technology, including its latest developments.
They were asked to rate their firm’s receptiveness on a 0-to-10 scale. The average response was 6.6 — meaning
the opinions were somewhat positive. They were neither resistant to nor enthusiastic about technology. Firms
with fewer than 200 lawyers were less open to implementing marketing technology than larger firms (6.2
versus 7.2 mean ratings). This was probably because of budget issues rather than a dislike of technology.
They were asked to name the primary barriers to obtaining needed technologies; an
overwhelming 74 percent cited competing demands for budget dollars. Second, an inability
to effectively demonstrate return on investment was cited by 37 percent. Others noted that
it can be difficult to make business cases for technologies such as automated proposal
generation — where the ROI makes theoretical sense but is not easily quantifiable — or
alumni programs, which have considerable intangible value but may not generate direct
revenue. Lastly, while lawyer skepticism and resistance to legal technology does exist in
many firms, only 27 percent said partner objections were the main barrier.389
In firms as well as in networks there is another intangible barrier to the use of technology. Ownership of
information is valuable to those who possess it. Ownership is rewarded in hierarchical businesses, which would
include law and accounting firms. When information is freely shared, the result can be a perceived loss or gain
of power by those in the network. “Evidence suggests that existing power centers may discourage the adoption
of information technology systems that reduce their authority and, ceteris paribus, new IT systems tend to
reinforce preexisting cultural norms and control structures.”390
Lastly, implementing information in a network requires vision and commitment. Vision is required to see the
direction in which the business world is headed and to factor in the changing dynamics, demographics, and
conditions of the network equation. Informational technology is a long-term commitment that does not provide
an immediate ROI, but if the vision is correct and the network moves forward, the results can be worth the
investment.
Professional services networks and their members should recognize and embrace that they are ultimate
beneficiaries of the technology revolution. Few networks have done this.
388 S. Allison & L. Meagley, Tracking Law Firm Marketing Technology, 34 L. PRAC. 123 (Jan. 2008).
389 Id.
390 Van Alstyne, supra note 9, citing P. Attewell & J. Rule, Computing and Organizations: What We Know and What We Don't Know, COMM. OF THE
ACM 1184-1192 (1984); see also K. Crowston & T. Malone, Information Technology and Work Organization, in HANDBOOK OF HUMAN-COMPUTER
INTERACTION 1051-1069 (M. Helander, Ed. 1988); see also M. L. Markus, Power, Politics, and MIS Implementation, 6 COMM. OF THE ACM 430, 430-
444 (1983); see also J. Pfeffer, Power in Organizations, HARPER BUS. 391 (1981).
79
Technology is not something that can be touched. It is an intangible. The results of technology can be measured,
but many of the results are word of mouth. The return on investment is difficult to measure, and the short-,
medium-, and long-term benefits are not easy to understand. The use of the technology will vary from member
to member depending on how the members use their own technology. Use will also vary because of cultural
differences. In some cultures an associate would never send an email to a group in which there are partners.
While the performance-price ratio continues to fall, technology still costs money.
Technology has its proponents and its doubters. A recent survey ranking how receptive law firms are to
technology in the marketing function is indicative of the attitudes found in a legal network.388 The survey
results demonstrate that most firms are receptive to marketing technology, including its latest developments.
They were asked to rate their firm’s receptiveness on a 0-to-10 scale. The average response was 6.6 — meaning
the opinions were somewhat positive. They were neither resistant to nor enthusiastic about technology. Firms
with fewer than 200 lawyers were less open to implementing marketing technology than larger firms (6.2
versus 7.2 mean ratings). This was probably because of budget issues rather than a dislike of technology.
They were asked to name the primary barriers to obtaining needed technologies; an
overwhelming 74 percent cited competing demands for budget dollars. Second, an inability
to effectively demonstrate return on investment was cited by 37 percent. Others noted that
it can be difficult to make business cases for technologies such as automated proposal
generation — where the ROI makes theoretical sense but is not easily quantifiable — or
alumni programs, which have considerable intangible value but may not generate direct
revenue. Lastly, while lawyer skepticism and resistance to legal technology does exist in
many firms, only 27 percent said partner objections were the main barrier.389
In firms as well as in networks there is another intangible barrier to the use of technology. Ownership of
information is valuable to those who possess it. Ownership is rewarded in hierarchical businesses, which would
include law and accounting firms. When information is freely shared, the result can be a perceived loss or gain
of power by those in the network. “Evidence suggests that existing power centers may discourage the adoption
of information technology systems that reduce their authority and, ceteris paribus, new IT systems tend to
reinforce preexisting cultural norms and control structures.”390
Lastly, implementing information in a network requires vision and commitment. Vision is required to see the
direction in which the business world is headed and to factor in the changing dynamics, demographics, and
conditions of the network equation. Informational technology is a long-term commitment that does not provide
an immediate ROI, but if the vision is correct and the network moves forward, the results can be worth the
investment.
Professional services networks and their members should recognize and embrace that they are ultimate
beneficiaries of the technology revolution. Few networks have done this.
388 S. Allison & L. Meagley, Tracking Law Firm Marketing Technology, 34 L. PRAC. 123 (Jan. 2008).
389 Id.
390 Van Alstyne, supra note 9, citing P. Attewell & J. Rule, Computing and Organizations: What We Know and What We Don't Know, COMM. OF THE
ACM 1184-1192 (1984); see also K. Crowston & T. Malone, Information Technology and Work Organization, in HANDBOOK OF HUMAN-COMPUTER
INTERACTION 1051-1069 (M. Helander, Ed. 1988); see also M. L. Markus, Power, Politics, and MIS Implementation, 6 COMM. OF THE ACM 430, 430-
444 (1983); see also J. Pfeffer, Power in Organizations, HARPER BUS. 391 (1981).
79
