Mathew David Crocker: How to Evaluate and Select the Right Legal Technology Stack
Selecting legal technology has become a critical decision for legal departments. Despite the promise of efficiency and compliance, many organizations face challenges in achieving the expected returns on their technology investments. According to Mathew…
Selecting legal technology has become a critical decision for legal departments. Despite the promise of efficiency and compliance, many organizations face challenges in achieving the expected returns on their technology investments. According to Mathew David Crocker, Chief Strategy Officer at Morae, it is essential to understand the specific business problem that the technology aims to address. Legal technology yields value when it is tied to clearly defined outcomes.
Many legal departments articulate their objectives in terms such as organization or efficiency. However, the underlying issue is often governance. Organizations require clarity on document locations, retention periods, and disposal methods to comply with regulatory obligations. In this setting, technology acts as an enabler rather than the main objective.
The involvement of key stakeholders is crucial. For example, contract workflows involve not just legal teams but also sales, procurement, and external parties. Without a comprehensive understanding of the business process, technology may introduce friction rather than eliminate it.
Legal Teams and Specialized Technology
In large organizations, legal teams are typically a small part of a much larger entity. This environment often pressures them to adopt standard enterprise tools, which may not suit their specific needs. Legal work involves regulatory exposure and complex document negotiations, necessitating specialized platforms that significantly reduce turnaround times and free capacity for higher-value tasks such as risk management and strategic planning.
Selecting legal technology has become a critical decision for legal departments.
The integration of generative AI offers both opportunities and risks. AI can enhance efficiency by leveraging historical data, but it also exposes weaknesses in information governance. A significant portion of organizational documents might be stored outside core systems, creating compliance gaps and cyber risks. Effective technology selection requires a solid understanding of data governance.
Traditional legal systems, including document and contract management, are long-term investments. Implementations can last from six months to two years, during which priorities may shift. Regular reassessment of project scope is advised. In the rapidly evolving AI market, maintaining flexibility in vendor contracts is crucial, as new entrants frequently emerge.
There is a distinction between vertical AI integrated within individual platforms and horizontal AI that operates across systems. Users prefer a unified view that encompasses matters, documents, and contracts. Vendors that provide such integrated solutions are more likely to succeed.
Technology should align with a well-defined operating model. Standardization becomes essential as organizations scale, even if it initially introduces challenges. Maintaining parallel systems may seem practical but often leads to inefficiencies. Evaluating a legal technology stack requires clear problem definition and stakeholder engagement, ensuring technology acts as a catalyst for sustainable impact.
For further insights, visit Mathew David Crocker's website .
Based on reporting by TechBullion.