Glowmind

Merry Christmas to all customers - and partners - and thank you for this past year! 2023 has been yet another interesting and busy year with lots of opportunities to help legal and compliance teams level up for the future - assess the current state, set strategy frameworks, target states, get the team onboard change plans, developing ways of working and much more. It's been fun to be part of all these journeys that are steadily progressing out there! Thanks for the trust!

Check out the new article by Glowmind's founder Victoria Swedjemark in the latest issue of the Legal Business World e-zine. "What is a digital strategy? Why you need a strategic approach to your digital transformation journey as an inhouse legal team" https://lnkd.in/ea4SRkcr

Are you also a fan of podcasts, and interested in legal operations? Check out the latest episode of the Inhouse Outlier podcast (by Brightflag) where Glowmind’s founder Victoria Swedjemark joins host Alex Kelly for a chat about her move from a traditional legal carreer into the area business of law - legal operations, legal transformation and legal innovation. Also shedding a bit of light into what value legal management consulting can bring to inhouse legal teams. #legalops #legaloperations #legalinnovation #legaltransformation

What can we learn from tech failures and tech disappointments? By now quite a lot of legal & compliance teams have tried out their fair share of tech - save at different pace and ambition level. Not all have implementera full-fledged transformation programs for the legal & compliance function or made domain specific tech investments. There are lots of learnings to gain from these first initiatives to integrate into the continued work. Here are a few common learnings, or resons why tech initiatives have not been successful: ✅ Failing to do the groundwork of properly understanding - and aligning on - the most critical needs that the tech shall address. What problems need solving? For whom (the legal team, the business)? Where are we going and how is tech helping us get there? Making sure there is actually some kind of overall strategic thinking that helps clarify "the why", and that can bring some kind of vision and direction to the team, and story-telling to others. ✅ Failing to understand what stakeholders you need to get on board and how to successfully do so, approaching it too much in a silo. Gathering insights and input from others to ensure relevance of initiatives, but also, getting buy-in, selling your ideas and plans to others, and involving others in planning and implementation. This is especially important for all tech that has implications beyond the legal team, although failing to get the team onboard is also common (especially if you are a larger function). ✅ Underinvesting in implementing well - e.g. not making the business case for internal operations people or outside counsultant so drive and manage the work involved. Thinking the tech is all that matters and that the implementation will somehow 'self-solve', not running it as a project or a real change management effort, or even programatically when you have multiple initiatives. ✅ Underestimating the behavioural change needed. Lacking the human centric view, failing to see that people are habit creatures, convenient and a bit lazy in the status quo, that busyness stands in the way of enthusiasm over new ways and that people may not understand or like the change. ✅ Lack of leadership buy-in, either that the highest leader in the legal function or the wider legal leadership team is not committed to or role models the change or that the change Legal wants to do is not understood or supported by top management in the company (e.g by the legal leader's peers). Which ones have you struggled with?