Previously, we discussed how not all innovations hit the spot with clients. To get a deeper understanding of this area of disconnect with clients, we now look at some test cases.

1. The Dream Docket: Law firm A has a new case management system. It not only allows for research, drafting and other case management work to be handled from anywhere, it's tied into time recording. As a result, the firm closes an office and insists on more fee earners working remotely part or full time. This may be a smart investment, but it only benefits the firm. If the system had billing analysis software to enable it to give more accurate cost prediction to clients, this would have added some certainty and client value.
2. The Cloudy Idea: Law firm B has decided to embrace the green movement by creating a paperless office, and it invests in a system to keep client files in a secure and cloud-based system. At the time, these technologies were a game-changer, but now they are common tools of the trade.  Just like the fax machine, the pager, or the DVD, obsolescence of innovations is only a matter of time, and when everybody has one, it's no longer an innovation.
3. Access for All: Law firm C created a virtual practice group to drive efficiencies in the delivery of legal services to low-income immigrants. With assistance from the firm's technology department, a platform was created that provides attorneys and staff access to tools and resources needed for immigration matters. The platform was designed to be able to pull attorney experience and allows for a quick determination on who is well-positioned to handle or oversee a matter. This winning innovative solution was able to help those who have had issues with access to the legal system and tackled a problem that was exacerbated during COVID-19.

Let's reiterate what an innovation is. It is a creative invention that directly responds to a specific client problem.

Here is a checklist to separate good, bad and obsolete innovations:

1. It must be for the benefit of the clients, so start by asking what problems they see and what sort of innovation they would value.
2. It must be up to date, durable and adaptable to prevent early obsolescence.
3. It must be usable; if it's too complex for everyday application it may as well not exist.
4. It must have measurable benefits, not theoretical ones.
5. It must be relevant to clients and provide a tangible value for them — be it time or cost.