Latest posts
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You don’t need to build AI to need AI governance
Your next AI governance problem could arrive through a software subscription you approved years ago. Your board may never have authorised an AI programme, and your business may never have employed an AI developer. Yet an assistant inside an existing application could already be helping people find confidential information, prepare customer communications or influence business…
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What your AI disclosure tells your customers
Your AI policy could be giving customers the wrong impression of the work you do. If a disclosure suggests that AI produced the expertise they are paying for, when it only helped write the announcement, you have a problem worth addressing. In recent articles, I have written about the confidence that business leaders need when…
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Why smart CEOs buy confidence, not consultancy
CEOs do not buy consultancy because they want more advice. They buy it because there is a decision they need to make and they want greater confidence that they are making the right one. That decision might be whether to replace a core platform, whether the technology team is capable of supporting the next stage…
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What do I do after I’ve received an assessment of my IT?
It can be either a sobering or enlightening moment when you read through a new IT assessment; it can confirm your fears or show you opportunity you’d never realised existed, but what should you do next? The answer is not “Do nothing.”, but organisations can find themselves tied up in the minutiae of the report…
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Confidence before change: Why every successful technology transformation starts with understanding.
The most important decision in any technology transformation comes before you choose a system, supplier or implementation partner. You must first decide to understand the problem. Do that well, and you give the organisation a clear basis for action. You know what must change, why it matters and what success needs to look like. You…
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AI governance is not about technology. It is about leadership.
Over the last few years, AI has moved from a future consideration to a boardroom discussion. Partners are asking how it can improve productivity. Clients are beginning to expect it. Vendors are adding it to almost every product roadmap. Employees are already experimenting with it, whether formally approved or not. For many organisations, the question…
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When your systems no longer scale with your business
There is a stage many organisations reach – technology stops being invisible. It starts to get in the way. Processes that once worked begin to slow down delivery. Reporting takes longer than it should. Systems no longer align. Teams create workarounds to compensate. New requirements trigger disproportionate effort. In legal practices this often shows up…
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When you realise your firm is behind on technology
There is a moment that many Managing Partners and COOs are now experiencing. It often starts with an AI conversation. A client asks about it. A competitor announces something. A vendor demonstrates a tool that looks compelling. Internally, someone asks, “Should we be doing this?” And the honest answer, just beneath the surface, is uncomfortable.…
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Why architecture matters to legal services companies who want to use AI
Many firms start the AI conversation in the wrong place. They start with tools. Drafting tools, summarisation tools, research tools, copilots and assistants. Vendors demonstrate impressive capabilities and the conversation quickly becomes about which tool to buy. But the real question is not which AI tool to use. The real question is whether the firm’s…
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When your law firm’s technology holds back growth
Growth in a modern legal practice is no longer constrained by legal capability alone. It is constrained by infrastructure. Partners may be driving new service lines, exploring AI assisted delivery, or responding to client demands for transparency and speed. Yet behind the scenes, many firms are operating on technology estates that have evolved rather than…