The Race to Automate: Why strategic modernisation matters now more than ever

Automation at a crossroads

Automation has become a defining priority for the legal sector, driven by rising client expectations, economic pressure, and rapid advances in legal technology. Yet, as our Legal Trends Report 2026 highlights, many firms remain caught between ambition and execution, struggling to turn investment into impact.

A saturated legal tech market: choice without clarity

The legal technology market is more crowded than ever with new and innovative tools emerging almost every week. From AI-powered document review tools to process automation platforms and analytics dashboards, firms are faced with an overwhelming number of options, all promising speed, efficiency, and competitive advantage.

But more choice does not automatically mean better outcomes. Without setting a clear foundation of understanding for internal processes, pain points, and strategic goals, firms risk layering new tools on top of already fragmented systems. Resulting in further disjointed processes, low adoption, and technology that creates complexity instead of clarity.

Aligning strategy with operational workflows 

Automation works best when it reflects the reality of day-to-day legal work. That means understanding how cases move through a firm, how decisions are made, where communications break down, and how teams actually use internal systems. Therefore, a truly effective modernisation strategy starts with clarity around the specific processes that need to be improved and why. Firms should start by looking at which workflows create the most risk, leak cost, are time consuming or increase frustration? Where would automation genuinely improve consistency, visibility, or client experience? 

Many firms struggle because technology decisions are made too far from operational reality. When tools don’t align with real workflows, adoption falters and value remains unrealised. Once firms can identify these problem areas, then they can start to assess how technology will support their strategic goals. 

However, just because a solution is labelled with “AI” or “automation” does not mean it will immediately drive value, particularly if it lives outside the core systems that your firm uses every day.

For successful adoption of automation tools, the firms that succeed will be those that:

• Prioritise integration over isolated point solutions
• Understand workflows before buying technology
• Choose solutions specifically designed for legal practice, designed by technology partners who understand the legal sector
• Partner with technology providers who understand regulation, compliance and firm-level needs

Why the right technology partner matters

The role of a trusted technology partner is critical in any crowded market, but especially in the legal sector when reputation, sensitive data and client expectation pressures are high. The most valuable partners are not those selling generic ‘off the shelf’ solutions, but those who can prove that they deeply understand the legal sector, the regulatory pressures, and the practical demands of legal work.

A strong partner:

• Understands your firm’s workflows and operational constraints
• Helps you simplify, not overcomplicate, your technology landscape
• Aligns tools with your firm’s strategy, rather than forcing tools to fit
• Supports change management, adoption, and long-term value realisation
• Meets the demands of your clients’ expectations
• Supports your sustainable growth

Automation is not a one-off implementation. It is an ongoing journey and having a partner who can evolve with your firm makes the difference between progress and stagnation.

The cost of doing nothing

Perhaps the greatest risk in the race to automate is standing still. Firms that delay modernisation face growing operational inefficiencies, rising costs, and declining competitiveness. The findings from our report show that over 60% of firms are already facing a software integration crisis, with fragmented platforms and disconnected workflows limiting visibility and slowing decision-making. At the same time, 64% report being stuck in “automation purgatory”, having invested in technology but failing to unlock meaningful operational change. For firms that do nothing, this gap only widens as more agile competitors move ahead with integrated, cloud-based operating models. 

The cost of inaction shows up in many areas across the legal sector:

Operational inefficiency:
This is one of the first places the cost of inaction appears. Firms relying on manual or partially automated processes experience slower turnaround times, duplicated effort, and inconsistent service delivery, all of which directly impact client satisfaction. As expectations continue to grow around digital experience, responsiveness and transparency, these inefficiencies become increasingly visible to clients, and increasingly unacceptable.

Risk exposure:
Cybersecurity has been a recurring concern for a decade, and the report shows that 67% of firms plan to increase cybersecurity investment, recognising that legacy systems and manual processes heighten vulnerability. Firms that delay modernisation face greater exposure to data breaches, compliance failures and reputational damage, risks that can quickly outweigh the perceived savings of postponing change.

Talent attraction and retention:
The report identifies skills gaps as the second biggest operational challenge facing law firms, yet talent development remains a low investment priority. Firms that rely on outdated systems make it harder for staff to work efficiently and collaboratively, contributing to frustration, burnout and attrition. In contrast, modern, intuitive platforms that can support hybrid working, reduce administrative burden and improve the employee experience are driving critical factors in attracting and retaining skilled legal professionals.

Competitive impact:
Finally, the competitive impact cannot be ignored. In an environment where automation is becoming the baseline, doing nothing is no longer neutral, it is a strategic disadvantage. Those that do not are left managing complexity while peers operate with clarity and control.

From racing to leading

The race to automate is not about speed alone. It’s about intention, direction, and execution. Law firms that succeed will be those that resist the temptation of AI for ‘AI’s sake’ and take the time to really understand their firm’s priorities, and choose to partner with a technology provider who genuinely understand legal work, like OneAdvanced.

AI should be deployed deliberately, as part of a broader strategy, not bolted on as a badge of innovation and automation when done well is not disruptive, it is empowering. In a sector where pressures and expectations continue to rise, the firms that modernise thoughtfully today will be the ones setting the pace tomorrow.

For a deeper look at the trends shaping legal automation, including the risks of inaction, the skills gap, and the realities behind AI adoption read the full Legal Trends Report 2026. If you’d like to also find out more about how OneAdvanced Legal could support your firm through modernisation please visit: OneAdvanced.