It's a Tracker World and We're Just Living In It

By Zach Beauchemin posted 04-09-2025 14:12

Like

Please enjoy this blog post authored by Zach Beauchemin, Senior Data & Analytics Consultant, InOutsource. Peer reviewed by Jennifer Mendez, Senior Director of Knowledge Management Innovation, Fisher Phillips.

Despite the transformative promises of GenAI and workflow automation, why are so many processes still run through Excel trackers and Outlook inboxes?

Still Living in Tracker World? You’re Not Alone

For many Business Development (BD) and Knowledge Management (KM) professionals in law firms, the start of a new project means an all too familiar formula: an Excel tracker shared via email, updates coordinated in Outlook, and a Word doc of various links and log in info, all pulled together by a few heroic late-night efforts to merge inputs from countless systems and stakeholders. Despite widespread conversations about GenAI and automation tools transforming workflows, many firms are still caught in what can only be described as "Tracker World."

So, what gives? If innovation is within reach, why do these outdated tools persist? Part of it is inertia—these methods work, even if they are not elegant, because of the people at the center of them. But often, nothing changes because people do not know where to begin or worry about biting off more than they can chew. If it feels like other departments or firms are modernizing, then FOMO (fear of missing out) kicks in – should we change too?

The opportunity is clear. By rethinking the way BD information flows—from market intelligence and positioning, client acquisition strategy, through to potential client outreach and pitch support—firms can reduce friction, increase accuracy, and free up BD teams to focus on high-impact work. Several firms have started transforming labor-intensive workflows into intelligent systems that surface key case insights daily, giving attorneys more time to act strategically rather than sift through clutter. With the right strategy, you can too.

What Are We Actually Trying to Fix?

Most successful technology modernization efforts start with a clear understanding of the outcome. For example:

• Do we want to save time and reduce effort of manually aggregating KM/BD resources?

• Are we aiming to reduce admin delays to provide timely, actionable context to attorneys?

• Do we want to better identify relevant content to stop the flow of non-critical information to attorneys?

• Are you missing the opportunity to open matters because another Firm is able to showcase their unique value proposition to the client first?

This is where process mapping becomes invaluable. Before any process can be automated, you need to clearly define the steps involved. Identify bottlenecks, redundant work, and tasks that do not require human judgment.

And don’t forget about stakeholder engagement. Who owns the process? Who feels the pain points? Is leadership bought in, or will they need to see early wins to get excited?

Then, evaluate what level of change you are ready for: do you want to overhaul the entire workflow or just optimize one pain point?

Firms emphasize looking for “low hanging fruit” projects to cut their teeth on automation and GenAI tools. This takes many forms and the return on investment can go beyond efficiency.

One firm, for instance, saw a significant uptick in attorney collaboration and new business wins after implementing a smarter, more automated case alert system. The insights from their new system weren’t just faster—they were more relevant and more actionable, leading to cross-sell opportunities and deeper client relationships.

With faster case alerting, Firms may choose to integrate with new AI tools that summarize the complaints on relevant cases, proactively sending these complaint summaries to relationship holders, so they can meaningfully engage with the client quickly, immediately adding value.

In addition to tapping traditional subscription case alerting services, some Firms are:

- setting up web scrapers on government agency sites, such as the TTAB/PTAB, NLRB, and OSHA;

- leveraging subscription-based Application Programming Interfaces (APIs) from legal providers, such as Westlaw, Lexis, etc., or publicly available options from government agencies, such as the U.S. Securities and Exchange Commission and the Department of Labor; and/or

- relying on integrations with their own internal data to enhance reporting.

When firms have determined the resources that provide the most value for their users, the possibilities are endless. These tools can significantly enhance a firm’s ability to collect, analyze, and leverage data. By pursuing automation, law firms can increase efficiencies, streamline processes, improve their research capabilities, enhance client service and business development, and maintain a competitive edge in the ever-evolving legal landscape.

Before You Hit Go: What to Know (and What to Watch For)

This is where great ideas become real—or go to die.

Before you dive in, here are the core questions to ask:

• Buy vs. Build: Do you purchase an off-the-shelf solution or develop a custom tool in-house? Does your firm have experience building custom solutions? Buying is often faster, but customization can offer better long-term alignment.
• Data Flow: Are there existing APIs from your providers? Can you tap into native integrations, or will you need to build custom data feeds? Does your firm already have a platform to aggregate and manage API traffic?
• Team Resources: Do you have internal capacity for this project, or will you need a 3rd-party vendor or consultant? Even if you manage to build a solution, what kind of maintenance will be needed over time?
• Budget and Timeline: Be realistic – how much will this cost after any changes in scope or priorities? A light automation project may only take a few weeks. A full platform integration could take 6–12 months.

Watch out for common red flags:

• Vague project ownership or change management procedures;

• Lack of clarity on current process;

• Underestimating data quality issues;

• Insufficient dedicated time, budget, or technical expertise; and

• Being unwilling to address criticism or questions when you solicit and integrate attorney feedback throughout the process.

Firms that complete successful automation processes emphasize the importance of aligning expectations early. Great partners and tech, clarity on scope, flexibility for iteration, and strong internal sponsorship are essential. Another key lesson? Be ready to take an iterative approach – a minimum viable product (MVP) can go a long way in proving value and building internal momentum.

Final Thoughts: Map, Measure, and Make it Happen

We may live in Tracker World today, but we don’t have to stay there.

If you're in BD, KM, or IT at a law firm and tired of manually stitching together workflows with Excel and Outlook, it’s time to map your processes, define your goals, and start asking the right questions. Whether you’re replacing a single step or revamping an entire pipeline, the key is thoughtful planning and cross-functional collaboration.

And here’s the good news: these efforts build momentum. As your team learns what works—and what doesn’t—you build skills, strategy, and a foundation for future projects. You learn to see analogous processes and systems that you can lift and drop today’s solutions on tomorrow’s problems. Your tech stack gets smarter, your people get savvier, and what once felt like futuristic talk about automation becomes your new normal.

Say goodbye to Tracker World and hello to the 21st century.

#KnowledgeManagement
#Processes
#BusinessandLegalProcessImprovements
#GenerativeAI
#BlogPost
#200Level
#FutureandEmergingTechnologies

0 comments

190 views