A partner returns from a conference excited about a promising new technology. The firm purchases licences, schedules training, and encourages everyone to try it—yet weeks later, very little has changed in how the work actually gets done.

Was the technology the problem? Probably not. Similar firms may be using it successfully, and the partner’s excitement may be justified. The real issue is that adoption was missing something essential.

For office managers, this can be especially frustrating. You may need to coordinate the rollout while protecting daily operations, addressing staff concerns, and supporting leadership.

Even when a new tool has clear benefits, lawyers and administrative professionals may see it as one more demand on an already full workload. Leadership may want better technology adoption while also asking teams to spend less time in meetings.

Why Traditional Technology Rollouts Often Stall

A firm-wide training session can introduce a new application, but awareness is not adoption. If training feels too broad, technical, or disconnected from daily work, employees may understand the tool, yet still return to familiar routines.

This does not necessarily mean employees resist improvement. It often means they have not seen a compelling reason to invest their limited time.

The Adoption Solution

The Law of Diffusion of Innovations* suggests that successful change begins with early adopters: people who believe in an idea and are willing to try it before it becomes mainstream. Once enough early adopters embrace it, momentum builds and the broader majority begins to follow.

Traditional top-down implementations often fail because they overlook human behaviour. Lasting change is rarely imposed; the strongest movements begin at the grassroots level.

Begin with the People Who Are Already Curious

Instead of trying to persuade the entire firm at once, start with a small group of interested employees. Let them explore approved tools, identify valuable uses, and share practical lessons with colleagues.

Every firm has people who naturally explore new features and look for better ways to work. They may be lawyers, law clerks, assistants, bookkeepers, or operations staff. They do not need senior titles or formal technology responsibilities.

These employees are your early adopters. They cannot be assigned; they need to volunteer.

An Offer an Early Adopter Won’t Refuse

The best draw for early adopters is the chance to learn, contribute, and be recognized. Create an opportunity that is exclusive and rewarding, and the right people will step forward.

Participants could receive:

Early access to an approved technology.

Focused coaching from an internal or external expert.

Opportunities to demonstrate ideas to leadership.

Recognition for helping improve firm processes.

Time during the workday for approved experimentation.

Professional development opportunities connected to technology.

Frame participation as career development rather than extra training. The goal is to show participants that their effort matters and their contribution is valued.

Creating Your Firm’s Tech Adoption Group

Start by inviting four to six people to join the firm’s first technology adoption user group. An application process can help identify employees who are genuinely interested.

Choose participants from different roles where possible. A diverse group can better identify how technology affects workflows across the firm. A legal assistant may spot ways to reduce repetitive document tasks, a bookkeeper may notice billing or reporting efficiencies, a lawyer may focus on client service, and a newer employee may bring a fresh perspective to long-standing processes.

Launch the Group and Build Momentum

Launch the group by giving members access to a well-chosen technology tool. Invite them to explore it, test practical uses, and look for small wins that make daily work easier. Even one focused 30-minute conversation each month can build momentum and turn experimentation into a shared habit.

Keep the meeting conversational, collaborative, and energizing. Encourage members to share what they tried, what worked, what surprised them, and what they would do differently next time.

Practical examples are more powerful than long feature lists. Encourage members to share the tips, shortcuts, and discoveries that made daily work easier. Those examples can spark interest across the firm and help enthusiasm spread naturally.

Firmwide Results

Once the group starts seeing practical results, do not keep that momentum bottled up—invite them to share their wins with colleagues and leadership. Before long, others may want to be part of the movement too.

People are more likely to try a new technology when:

The benefit relates directly to their work.

A trusted colleague can demonstrate a useful example.

Help is available when questions arise.

Trying the tool does not create unnecessary risk or additional pressure.

You do not need every employee to become an innovator. You need a small group of credible colleagues who can demonstrate that change can be useful, safe, and manageable.

Even Great Movements Need Support

If your firm is considering a technology adoption group, reach out your Managed Service Provider for support. Start with three questions: Which tool offers the best starting point? What safeguards are needed? Who inside the firm might enjoy helping lead the effort?

When technology adoption starts with curiosity, trust, and practical wins, it becomes more than another firm initiative—it becomes a shared movement toward better work. Start small, support your early adopters, and let their success show the firm what is possible.

* Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action (New York: Portfolio/Penguin, 2009) at 120.

Growing up in a family that owned a small business, Adrian noticed a challenge they faced. Although their company relied on computers, his parents were experts in their trade, not technology. They were too small to have an ‘IT guy’ on staff, so, they managed on their own. When things broke, work ground to a halt and they called in an expert to fix it. It was a constant struggle. Adrian imagined that other small businesses must have the same issue and he knew there had to be a better way. After receiving education in programming and networking, Adrian founded Streamline IT. His vision was to simplify and manage IT for small businesses.

Today, Adrian’s IT company has grown to a team of over a dozen technicians. Even as the business grew, he was determined to keep the “local IT guy” customer experience while building a team with deep expertise. He passed on his vision to each new employee. As a result, personalized and attentive service has become a hallmark of their Streamline.

While managing IT for clients in the legal community, Adrian noticed that law firms faced unique IT challenges. He wanted to provide a customized experience for law firms, and, developed LawStream in 2022.

When not in front a computer, Adrian can be found building and renovation projects at home. He enjoys camping, travelling and playing board games with his wife, Melanie, and their two children. He loves a good game of chess with a glass of Scotch.