Why technology-sceptical firms could learn from pro golfers

Technology underpins so much of what we do, but that does not mean IT leaders should automatically have a seat at the table when it comes to driving innovation and change within firms, writes Mark Andrews.

Technology is all-pervasive and it is increasingly difficult to find industries and professions that do not incorporate technology in some way, even if it is not always obvious. For those of us in the technology profession, this gives us some unique opportunities to influence the direction that organisations can take. There is equally a responsibility, however, on those outside the technology profession to take sufficient interest in technology to see where it may impact their organisation and roles.

Let’s start on the green

I am going to use golf as a starting point when thinking about the relationship of IT, or more broadly technology, to a business. Consider the professional golf circuit, where players have clear incentives to excel at the game and secure tournament wins and hence prizemoney, profile and sponsorship. A champion golfer has obvious reasons to want equipment – both clubs and balls – that performs as well as possible.

They look to technologists to design clubs and balls that have superior qualities in terms of ease of use, durability and aerodynamics, to name just a few. Professional golfers provide input to the technologists and may be involved in testing modifications and helping refine improvements. Whilst they may prioritise perfecting their swing as they seek to improve, they are still focused and involved on the role technology can play. Golfers recognise that there is a broad ecosystem around them with which they need to be engaged and from which they can draw.

Professional golf, although difficult to play, has clear goals and a relatively limited set of variables that need to be accounted for. There is a clear link between the objectives and the supporting ecosystem and a relatively linear connection between the outcome and the technology and other inputs. If a particular golf ball can fly straighter and faster, then it will be used.

Technology clearly has a seat at the table when it comes to golf and this is perhaps because of the reasons just discussed. Why is it then that we might debate this in other areas – and particularly in law firms?

Responsibility of the IT team

The IT team in a law firm has usually originated from a keeping-the-lights-on perspective – that is, technology is seen as a basic tool (but not a differentiator) that can contribute to reliability and performance. One only has to assess the range, or lack thereof, of products in some firms to appreciate this more conservative approach to selecting and using technology.

There is no question that IT teams in law firms are kept busy with lights-on and related support activities. However, it is the responsibility of the IT team to prompt others in the organisation to consider the role that technology can play in innovation and to look for an opportunity to cede technologies into the firm in order to grow knowledge and expertise among the lawyers in their firm about the potential of technology.

There are many areas where technology can be embraced and this should not be limited to your teams of lawyers – such innovation should include those working in marketing, human resources, finance and other support areas of the firm. At the same time, I am not sure there is a good argument that IT, by its nature, automatically qualifies to be at the table in the most senior management levels of a firm. Do not get me wrong: IT is of critical importance and should be considered by senior management teams, but they should not outsource this responsibility simply by bringing IT to the table.

There are a number of practical things an IT team can do to improve its ability to play a role in innovation:

• Standardise: the more you can streamline and standardise those things which are non-differentiated tools, the better, and this includes hardware and software. Variation for the sake of variation is an innovation killer because it consumes a disproportionate amount of effort and time in what is effectively keeping-the-lights-on work.
• Renovate: make sure that you are exposing your firm to recent technology, whether it be in the mobility area or in areas such as automation and artificial intelligence (discussed here in my column last year).
• Reduce: cut your support requirements by adopting effective ITIL (Information Technology Infrastructure Library) and quality processes so that you are genuinely addressing problems at source rather the fire-fighting. High resolution rates on large ticket volumes are good; high resolution rates on low ticket volumes are better.
• Educate: prompt firm leadership with ideas around technology such as new developments, new technology-based market entrants and, at a more granular level, success stories of interesting technology usage within and outside the firm.
• Promote: leverage those members of the IT team who have the greatest interaction with the lawyers in your firm (frequently the training team) and use these individuals to promote the value and potential of technology.
• Engage: partner with individuals in the firm so that they take you to the leadership table.

Of course, IT teams should still seek out the opportunity to be at the senior leadership table, but this is by no means the only way or a prerequisite to influence innovation.

Responsibility of firm leadership

To put it most simply, you should take an interest in the right things. It can be the case that interest in IT goes to the latest mobile phone, a new tablet or a larger screen, but such things slot into the area of incremental improvements. In other cases, attention goes to major projects such as data centres, large-scale upgrades and other projects that are often necessary but not transformational.

Having an interest in the right things is about a mindset that accepts technology can and will change the nature of law. It is a mindset that seeks out information about technology and uses the IT team as a sounding board and a partner in innovation. It is about being prepared to test technologies and be an early adopter.

Firm leadership should hold IT to account for lights-on activities, but it should also expect that the IT team is taking measures to balance lights-on activities versus innovation. Importantly, IT should not be invited to the leadership table as a reporting function for lights-on activity but as a genuine partner in innovation. Even more crucially, firm leadership needs to own innovation and not outsource it to the IT team. Outsourcing it will almost always result in technology innovation, but it may not result in business innovation. IT is, after all, an enabler rather than the end in itself. To give some practical guidance, firm leadership should:

• Ask questions about technology and trends to develop an understanding of them;
• Challenge the late and non-adopters of technology;
• Include IT in discussions about future business direction and innovation;
• Advocate the value of selected technologies as genuine differentiators.

 Innovation is everyone’s responsibility

Innovation in law needs to come from a range of sources and cannot be left only with groups such as IT. The firms that thrive and prosper will be the ones that leverage technology to innovate but do not rely on technology as the only source of innovation. The IT teams that will thrive and prosper are the ones that successfully pivot their mix of work from lights-on to more innovation.

Mark Andrews is Regional IT Director – Asia Pacific and Australia at Baker & McKenzie. He has a varied background, including time in the public and private sectors, along with considerable professional services experience. He has held roles ranging from HR to management consulting and has previously been a guest lecturer as part of UTS’s Executive MBA program.