§ 01
The Autopsy
The project started with optimism. Budget approved. Software selected. Implementation kicked off. Six months later, utilization is below 30%. Key users are back to the old way. Leadership questions the investment.
What happened?
Usually, it wasn't the technology.
§ 02
Pattern 1: No Executive Sponsor
How It Happens
The GC signed the contract. Then delegated implementation to a paralegal or junior attorney. "Let me know when it's ready."
Why It Fails
- No authority to require behavior change
- No resources when obstacles arise
- No visibility when progress stalls
- Resisters wait out the initiative
The Tell
When you ask "Who owns this project?" and the answer is unclear, or it's someone without organizational authority.
The Correction
Executive sponsor means:
- Visible commitment (emails, meetings, check-ins)
- Authority to make decisions
- Accountability for outcomes
- Willingness to address resistance directly
§ 03
Pattern 2: No Workflow Redesign
How It Happens
The team bolted new software onto old processes. "We'll do everything the same way, just using the new system."
Why It Fails
If the new tool requires more steps than the old way, even temporarily, users will revert. New technology only sticks when it makes work easier, not just different.
The Tell
Users say: "It's actually faster for me to just do it in Word."
The Correction
Before launch:
- Map the current workflow (honestly, including workarounds)
- Design the new workflow (taking advantage of system capabilities)
- Ensure new workflow is genuinely better, not just different
- Train on workflow, not just software features
§ 04
Pattern 3: Big-Bang Rollout
How It Happens
"We're launching firm-wide on Monday. Everyone gets trained this week."
Why It Fails
- No success stories to build momentum
- No champions who already believe
- Problems are discovered at scale (harder to fix)
- Skeptics see problems as confirmation of their doubts
The Tell
The pilot group wasn't a pilot, they were just first in line for the same one-time training everyone got.
The Correction
Phased rollout:
- Pilot group: 3-5 receptive users, intensive support
- Prove value: Measurable wins with pilot group
- Expand to early majority: Using pilot success stories
- Full rollout: With champions embedded throughout
§ 05
Pattern 4: No Success Metrics
How It Happens
The goal was "improve efficiency" or "modernize our process." When renewal time came, leadership asked "What did we get for this investment?" and nobody had a clear answer.
Why It Fails
Without metrics:
- Can't prove value (investment questioned)
- Can't identify problems (issues fester)
- Can't motivate users (no visibility into improvement)
- Can't celebrate wins (momentum dies)
The Tell
Ask "How will we know if this is working?" and the answer is vague or missing.
The Correction
Define before launch:
- Leading indicators: Login frequency, documents created, features used
- Lagging indicators: Time per document, error rates, turnaround time
- Business outcomes: Capacity increase, cost savings, consistency improvements
Track weekly. Report monthly. Adjust quarterly.
§ 06
Pattern 5: Training as a One-Time Event
How It Happens
Vendor came for a 90-minute training session. Everyone attended. Handbook was distributed. "Questions? Okay, you're live."
Why It Fails
- Users forget most of training before they need it
- Real questions arise in context, not in training sessions
- No support when users get stuck
- Power users develop, but knowledge doesn't spread
The Tell
Three months post-launch, users are doing basic tasks but haven't discovered intermediate or advanced capabilities.
The Correction
Ongoing enablement:
- Initial training: Basics to get started
- Week 2-4: Office hours for questions that arose
- Monthly: "Tips and tricks" sessions
- On-demand: Quick reference guides, video tutorials
- Peer support: Identified power users who help colleagues
§ 07
The Meta-Pattern: Technology as Solution
All five patterns share a root cause: treating technology as the solution rather than an enabler of the solution.
Technology doesn't:
- Change behavior
- Redesign workflows
- Create accountability
- Define success
- Transfer knowledge
Technology enables people to do those things more effectively, if the organizational foundation is in place.
§ 08
The Successful Implementation
What distinguishes projects that succeed:
| Failure Pattern | Success Requirement |
|---|---|
| No executive sponsor | Visible, accountable leadership |
| No workflow redesign | Process improvement, not just tool change |
| Big-bang rollout | Phased expansion from proven success |
| No success metrics | Clear measurement before launch |
| One-time training | Ongoing enablement program |
The next time a technology rollout struggles, resist the temptation to blame the software. The technology is usually capable. The organizational infrastructure around it determines success.