Key highlights:

• • • Tax credit transferability survived intact鈥� The OBBBA preserved Section 6418 transferability rules despite earlier proposals to sunset or repeal them.

    • AI-driven data center boom may revive renewable energy tax credits鈥� With data centers projected to consume 12% of all US energy by 2028, large operators have strong incentives to advocate for preserving and expanding renewable tax credits to meet massive energy demands through solar, geothermal, and battery storage solutions.

    • 2026 market conditions favor buyers due to supply-demand imbalance鈥擨ncreased supply of tax credits (particularly Section 45Z clean fuel production credits) combined with reduced buyer competition from provisions like Section 174 and bonus depreciation has created advantageous pricing.

At the start of the current Trump administration, green energy tax credits were expected to be slashed or disappear altogether. In reality, significant changes emerged instead of ceasing to exist. More specifically, the One Big Beautiful Bill Act (OBBBA), passed in July 2025, kept the transferability rules around green energy tax credits intact.

As a result, the market for these credits remains robust in 2026 and 2027, says , an energy tax authority and principal at accounting firm CliftonLarsonAllen (CLA). In addition, multiple credits still have runway, and near-term dynamics in 2026 may favor buyers.

OBBBA鈥檚 changes result in shifts in marketplace conditions

When the OBBBA bill passed, the specifics revealed a more optimistic picture than many understand. According to Hill, specific examples include:

• • Wind and solar projects 鈥� Developers that begin construction by July 4, 2026, still have a four-year window to complete their projects and still claim credits. Even projects that miss this construction deadline can qualify if they’re placed in service by December 31, 2027.
  • Clean fuel production credits 鈥� Clean fuel production credits, detailed in OBBBA鈥檚 Section 45Z, received an extended runway through 2029.
  • Tax credit transferability 鈥� The tax credit transferability aspect under Section 6418 remained whole, despite previous versions of the bill proposing either a sunset date or outright repeal of transferability. This fact provides a level of marketplace certainty that can act as critical liquidity for developers that typically lack the tax liability to use credits themselves.

In addition, the legislation altered the buyer and seller environment. Provisions including OBBBA鈥檚 Section 174 and bonus depreciation generated additional deductions for certain companies, and as a result, reduced those companies鈥� 2025 corporate tax liability. Simultaneously, Section 45Z clean fuel production tax credits came into force and created a supply-demand imbalance that favors buyers.

Overall, in the latter half of 2025, Hill describes the marketplace as favorable for buyers because of an increased supply of tax credits that were for sale previously with fewer buyers. Into 2026 and beyond, both developers and corporate buyers still have significant opportunities to participate in the tax credit marketplace, explains Hill.

AI-related data center demand may spur new proposals for renewables tax credits

The explosive proliferation of data centers because of the growing AI demand across the United States may become the unexpected champion for renewable energy tax credits. Hundreds of facilities are currently under construction, and the energy demand implications are staggering. In fact, the projects that by 2028, data centers will consume 12% of all US energy.

Renewable energy technologies are emerging as essential solutions to meet these demands. Solar power, as a tried-and-true technology, offers ideal supplementation for data center operations; and geothermal heating and cooling systems directly address the massive temperature control challenges these facilities face. Perhaps most significantly, battery storage is rapidly becoming standard operating procedure, with both grid-based and solar-array-tied battery systems providing critical backup power.

These developments carry substantial policy implications. In fact, large data center operators have incentives to become vocal advocates for preserving and expanding renewable tax credits, says , a leader in federal tax strategies at CLA. “We want our AI, we want our cloud-based services. To do that鈥� we need massive data centers and massive computing demands,鈥� DePrima explains. 鈥淎nd that in turn requires massive amounts of energy consumption, which renewables can certainly supplement.鈥� This, in turn, creates the potential for a renewable energy tax credit “comeback” within two to three years, he adds.

Guidance for buyers and sellers

Looking ahead to 2026 and beyond, both buyers and sellers of renewable energy tax credits should recognize that significant opportunities remain despite regulatory changes. More specifically:

For buyers 鈥� Buyers should act now to capitalize on favorable market conditions. With increased credit supply and reduced buyer competition due to provisions like Section 174 and bonus depreciation, pricing has become more advantageous. Buyers of renewable energy tax credits should consider structuring 2026 transactions to directly offset estimated tax payments throughout the year, thereby improving cash flow by making payments to sellers rather than the IRS. Financial institutions remain particularly well-positioned as buyers, as many have explored tax credit carryback opportunities to increase their tax savings even further.

For sellers and developers 鈥� Renewable energy tax credits sellers and energy project developers can use tax-credit monetization as a critical component of project financing because the ability to convert credits into immediate cash proceeds is essential for paying down debt and funding new projects. Despite initial concerns, substantial opportunities remain with credits outlined in Sections 45Z, 45X, 48E, and 45Y which are transferable and viable through 2029 and beyond.

In either case, tax credit transferability under Section 6418 offers key opportunities in the marketplace. Whether buyers are looking to reduce their corporate tax burden while supporting clean energy goals, or developers are seeking to monetize renewable projects 鈥� tax credits offer incentives to move forward.

The information contained herein is general in nature and is not intended, and should not be construed, as legal, accounting, or tax advice or opinion provided by CliftonLarsonAllen LLP to the reader. The reader also is cautioned that this material may not be applicable to, or suitable for, the reader鈥檚 specific circumstances or needs, and may require consideration of nontax and other tax factors if any action is to be contemplated. The reader should contact his or her CliftonLarsonAllen LLP or other tax professional prior to taking any action based upon this information. CliftonLarsonAllen LLP assumes no obligation to inform the reader of any changes in tax laws or other factors that could affect the information contained herein.

You can find out more about renewable energy tax credits here

Key takeaways:

• • • Proactive management 鈥� Law firms must adopt proactive project management strategies to effectively prioritize and align projects with evolving firm-wide strategic initiatives, especially in the face of rapid AI adoption.

    • Plan for the future 鈥� Consistent prioritization models and robust intake processes enable firms to better manage both planned and ad hoc projects, supporting long-term, multi-year goals.

    • Trust at the fore 鈥� Building trust across practice areas and creating a culture of collaboration are essential for successfully implementing successful project management strategies within law firms.

NATIONAL HARBOR, Maryland 鈥� One side effect of the explosion of AI within law firms is that, due to the portability of the technology, everyone wants a piece of the action. Whether on financial teams, business development and marketing teams, or lawyers themselves, technology remains top of mind for just about every function鈥檚 strategic planning into 2026 and beyond.

Naturally, this will cause some capacity constraints on various teams. IT will be affected, of course; and so too will security and risk management teams. However, there is one area that law firms may have already been struggling to build out that suddenly faces a crunch: project management offices. Suddenly, there are more projects to be done than ever before, and an office within the firm that may have been somewhat neglected before has been given increased importance.

So how can law firms bolster their project management capabilities and workflows on the fly? A session, Project Management: The Secret Edge to Strategic Planning at the aimed to advance the critical conversation around project management. Too often, the panelists said, law firm project management functions are stuck being reactive to pre-existing projects, rather than being proactive in determining how projects can be prioritized to align with larger firm strategic initiatives.

鈥淭hese projects are already happening. These lists aren鈥檛 driving strategic decision-making, they鈥檝e already been approved,鈥� said panelist Maura Whelan, Director of Project Management at McDermott, Will & Schulte. 鈥淏ut this is a mature practice in our industry, and we want to acknowledge that.鈥�

Picking priorities

For law firms to become more proactive about project management has to start with leadership asking a question that sounds simple in theory but is more difficult in execution: How do you prioritize certain projects over others?

There are a bunch of different potential methods to doing this, Whelen explained, adding that one way her firm has done this is through aligning projects with different firm strategic initiatives, then prioritizing those initiatives and ranking them from top to bottom. Project managers could also assign a 1 to 5 on value, or have a matrix of feasibility vs. impact, or any number of potential ways of categorization.

However, what鈥檚 important, Whelan said, is to have something that is consistent and universally agreed upon by firm stakeholders. 鈥淟ook for the model that works for you, evolve the model that鈥檚 best for your firm 鈥� but you need to have an agreed upon model,鈥� she said.

For law firms to become more proactive about project management has to start with leadership asking a question that sounds simple in theory but is more difficult in execution: How do you prioritize certain projects over others?

Once the firm has shaped the initial prioritization, however, that does not mean that the projects are set for the year. The panel noted that not only will firm priorities shift throughout the year, but pressing projects themselves too will rise. Cindy Etoh, Director of Project Services at Ropes & Gray, estimated that about 20% of the projects her team works on during the year are ad hoc projects that emerge after the initial yearly planning. As a result, she has quarterly planning meetings to go over new project requests with firm leadership, during which she鈥檒l discuss each project鈥檚 business case and assign a ranking score at that time.

Mary Nguyen, Director of Planning & Strategy at Paul Weiss, said her firm sees a similar percentage of ad hoc projects arise. Because the firm has instituted a strong intake process with past projects, her team doesn鈥檛 feel caught off-guard, Nguyen said, adding that the intake process 鈥渁lso helps us predict the work with some scientific backing to it.鈥�

With years of data now piling up, Paul Weiss is beginning to look at the project portfolio not even in yearly chunks, but in multi-year key goals and themes, she explained, noting that it鈥檚 a relatively new initiative, but it came to the fore particularly with large projects such as cloud migrations or AI implementations that could be hard to handle without long-range thinking. 鈥淭hat really prompted us to start thinking and planning in a different way.鈥�

Agents of change

It鈥檚 one thing to plan more strategically for a firm鈥檚 projects, and it鈥檚 wholly another matter to make sure that firm personnel are actually on board with those projects as they鈥檙e rolled out.

Panelists put forth the idea of portfolio change management as a potential balm 鈥� the idea that change management does not need to only happen at the project level, but as a portfolio-wide plan that can be portable across all projects now and in the future.

Nguyen pointed to recent developments in the cloud and AI, for example, that demonstrate two key reasons why traditional change management methods are not cutting it. First, the use cases are so vast and possibilities endless that project managers can show people how to perform the initial few steps but not necessarily know the outcome. Second, technologies are rapidly changing, so that for a full, firm-wide tech implementation such as launching Copilot, project managers need to update processes monthly instead of two or three times a year.

Panelists put forth the idea of portfolio change management as a potential balm 鈥� the idea that change management does not need to only happen at the project level, but as a portfolio-wide plan that can be portable across all projects now and in the future.

With rapid, unknowable change at the fore, Reesa David, Project Manager at legal service provider InOutsource, said one currency is more valuable than the rest 鈥� trust. She suggested having a project manager not only assigned to different practice areas, but a liaison that actually sits within those practice areas. 鈥淲hether it鈥檚 technical or non-technical, you鈥檙e able to translate those resource needs,鈥� David said, adding that will allow team leaders to break down silos when different groups have different strategies and different practices.

Cindy Fragliossi, Head of the Project Management Office at Fried Frank, agreed on the importance of trust and also noted that it can also be a reflection of firm culture. As the saying goes, she noted, 鈥渃ulture eats strategy for breakfast鈥� 鈥� meaning that all the planning in the world won鈥檛 mean much if the firm culture isn鈥檛 one of collaboration on new and existing projects. 鈥淵our [project management office] and its growth will be defined by firm culture and what its demands are,鈥� she added.

Indeed, there is a lot of change in today鈥檚 law firms, maybe too much for some; however, with proper proactive project planning and a strategy for getting stakeholders on board, project management does not need to be overwhelming. 鈥淕ood change management principles can help us all be more successful,鈥� added McDermott, Will & Schulte鈥檚 Whelan.

Register now for听The Emerging Technology and Generative AI Forum, a cutting-edge conference that will explore the latest advancements in GenAI and their potential to revolutionize legal and tax practices

Key Insights:

• • • Creating a global trade network 鈥� China鈥檚 Belt and Road Initiative (BRI) aims to create a global trade network by developing and owning trade routes, which introduces significant geopolitical, operational, and technological risks.

    • Rising geopolitical tension 鈥� The initiative has led to geopolitical tensions, with countries like Panama withdrawing from the BRI due to pressure from the United States.

    • Seeking AI-driven advantages 鈥� Advancements in technology, such as AI and autonomous systems, could enhance control over supply chains, but also pose risks like surveillance and trade restrictions

The Belt and Road Initiative (BRI), China鈥檚 infrastructure and trade strategy, was launched in 2013, and is that nation鈥檚 attempt to create a global trade network by developing and owning trade routes, including both overland and maritime assets. China compares it to the ancient Silk Road, but it is more than that.

To secure and control a trade and transportation network for predominantly Chinese supply chains, the BRI spans over 70 countries, in which massive investments in ports, railways, highways, and energy infrastructure have taken place. These assets are predominantly owned by Chinese companies; for example, Chinese state-owned enterprises (SOEs), particularly COSCO Shipping and China Merchants Port, have ownership stakes in numerous Western ports like Piraeus (Greece) and Valencia (Spain) that enhances China鈥檚 control over container shipment flows in Southern Europe.

While the initiative promises economic development and connectivity, it also introduces geopolitical and operational risks. As a result, the United States and other Western countries oppose participation in the initiative. Panama, the first Latin American country to join the BRI in 2018, announced in February 2025 that it would leave the initiative . Indeed, with advancements in chip technology, goods tracking, autonomous systems, and the infusion of AI into supply chain operations, one can imagine the extent of control infrastructure owners could exert 鈥� from surveillance to trade restrictions.

The BRI thus represents a vertical supply chain strategy, allowing China to control not only the sourcing of critical materials but also their transportation and the infrastructure that enables it. Participation in the BRI can therefore pose significant geopolitical risks 鈥� not only for member countries but also for those that are relying on BRI infrastructure and may face tariffs or blockades. The initiative has the potential to further divide global trade into supporters and opponents.

China’s Belt and Road Initiative represents a vertical supply chain strategy, allowing China to control not only the sourcing of critical materials but also their transportation and the infrastructure that enables it.

The rise of geopolitical or country risk has become a dominant trend since the global pandemic five years ago, when companies began reassessing their supply chains. National regulations have since incentivized on-shoring or near-shoring activities. And this trend has only accelerated, as illustrated by declining foreign investment in China and .

Further, several government regulations support this shift. For example, in 2023, the US expanded export control measures on advanced technologies to prevent China鈥檚 (and other countries鈥�) access to critical tech. In response, China restricted the export of rare earth minerals, disrupting US industries such as electronics, renewable energy, defense, and metallurgy.

Given this atmosphere, it鈥檚 not surprising that almost three-quarters (74%) of respondents identified geopolitical complexity as a top challenge, according to .

Expanding the risk lens

Organizations that engage in global trade must now evaluate all the risk factors within their supply chains through a geopolitical lens, including the sourcing of raw materials and the final delivery to internal or external customers. Diversifying supply chains will often require near-shoring or on-shoring; and while these strategies may increase production costs, they can be offset by reduced organizations鈥� exposure to tariffs, logistics disruptions, and the cost of geopolitical instability, which can be manifold

From an operational risk perspective, production bottlenecks, logistics disruptions, and inventory management are easier to manage when operations are closer to home. However, financial risks 鈥� such as currency fluctuations, credit risk, inflation, or tariff changes 鈥� may still persist even in more politically aligned sourcing regions.

In addition to geopolitical and operational risks, several other challenges are becoming increasingly relevant:

Cybersecurity risk 鈥� As infrastructure becomes more digitized, the risk of cyberattacks increases. Smart ports, AI-driven logistics, and autonomous systems are all vulnerable to sabotage or espionage. Cybersecurity is now a core supply chain concern.

Environmental and climate risk 鈥� BRI projects have been criticized for environmental degradation and the lack of human rights standards. Climate-related disruptions 鈥� such as floods or extreme weather 鈥� can . As a result, resilience around Environment, Social & Governance (ESG) issues is becoming a strategic necessity and should favor supply chains outside of the BRI.

Debt diplomacy and political instability 鈥� Several BRI countries have experienced debt distress. This could mean that infrastructure assets may be nationalized or seized, introducing more long-term uncertainty. For example, Sri Lanka borrowed heavily from China to finance the Hambantota Port. When the port failed to generate expected revenue, Sri Lanka was unable to repay its debt and ultimately , resulting in a the Sri Lankan government giving up a sizable stake in the port to the SEO.

To counter the BRI, Western nations have launched the G7鈥檚 Partnership for Global Infrastructure and Investment, offering alternative infrastructure development aligned with democratic values and transparency.

Navigating the new environment

The evolving geopolitical landscape requires careful monitoring of two key factors: i) dynamic geopolitical regulations (such as tariffs, sanctions, investment incentives, and taxes); and ii) third-party relationships.

When countries or sectors fall under sanctions or tariffs, how can producers and distributors adapt? The rise in transshipment activities 鈥� such as goods from China being rerouted through Vietnam, or shipments to Central Asia ending up in Russia 鈥� makes third-party monitoring essential. This applies not only to new suppliers but also to existing ones that may be acquired by sanctioned entities or used to bypass restrictions.

Companies are investing in tools to increase visibility and transparency across their supply chains. While ESG initiatives have improved visibility, this data is now also used to understand where counterparties operate.

Companies are investing in tools to increase visibility and transparency across their supply chains… and technological innovations in AI enable real-time data collection and analysis to monitor third-party activity.

Further, technological innovations in AI enable real-time data collection and analysis to monitor third-party activity. For example, one third-party beneficial ownership database includes more than 3 billion records from more than 190 jurisdictions. This allows supply chain executives to uncover ownership structures with up to 10 degrees of separation 鈥� a critical capability when dealing with complex corporate webs that may conceal illicit activity.

Risk monitoring is further enhanced by access to open-source intelligence and adverse media. With automation and AI, companies can build and update risk profiles in real time, and by adding geolocation data for entities, assets, and executives, firms can detect trans-shipments or recent changes in beneficial ownership.

Looking forward

In today鈥檚 fractured geopolitical landscape, supply chain resilience is no longer a matter of operational efficiency but a matter of strategic necessity. China鈥檚 Belt and Road Initiative exemplifies how infrastructure, trade, and technology can be used to increase a country鈥檚 global influence. For companies operating in this environment, the ability to anticipate, adapt, and act on geopolitical shifts is becoming a core competency.

To do this, however, organizations much expand risk lens beyond traditional metrics. It鈥檚 not just about cost and lead time anymore but about who owns the infrastructure, who controls the data, and who sets the rules. The convergence of AI, surveillance, and trade policy means that supply chains are now deeply entangled with national security and global power dynamics.

And for organizations in the West to succeed, they need to treat geopolitical risk as a strategic variable that needs to be integrated into every sourcing, investment, and partnership decision. The future of global trade will be shaped not just by markets, but by global alliances 鈥� and the time to prepare is now.

You can download a full copy of the 成人VR视频 Institute鈥檚听2025 Tariffs survey听here

Plan for change

Before any decisions are made, however, corporate leaders need to understand that merely purchasing the latest technology does not guarantee success. That鈥檚 because in the context of a corporation, technological change also means cultural change. Introducing a new technological ecosystem means changing how people work, what roles they play, the skills they need, the procedures they follow, and many other variables, including those involving budget allocations and personnel shifts. Additional challenges also come from structural inertia, competing priorities, and cultural resistance to change.

Failing to plan for this inevitable turbulence all but ensures that a company鈥檚 technological investment will be squandered, and that the expected boost in productivity and performance will not materialize. Leaders and managers need to shift their thinking under these circumstances 鈥� before any new technological solution is purchases and pursued 鈥� because the speed at which technology is advancing today requires a more aggressively proactive approach to management. No one can afford to be passive anymore 鈥� the consequences of stasis are simply too dire.

The goal of moving toward a proactive approach

That said, technology transitions are the perfect time to realign a tax department鈥檚 strategies and goals with the vision of the larger organization, and to initiate cultural and procedural changes that will serve everyone better in the long run. Managed well, these changes can also help tax departments re-position themselves within the organization and help assert the tax function as one that can deliver higher levels of value and leadership.

If your organization is still struggling to evolve technologically, however, don鈥檛 panic. Few corporate tax departments have truly mastered their technological universe. In fact, according to the recently released听2025 Corporate Tax Technology Report听from the 成人VR视频 Institute and Tax Executives Institute, more than half of corporate tax professionals still describe their department鈥檚 relationship with technology as 鈥渃haotic鈥� or 鈥渞eactive,鈥� whereas roughly one-third (35%) said they thought their departments had reached the 鈥減roactive鈥� stage of the technology maturity curve, in which the investment in planning, training, and technology really starts to pay off.

In other words, it is not too late to nudge the needle toward proactive, no matter where a company is on its technological journey. Indeed, most companies are in between phases, trying to get the most out of the technology they already have while simultaneously planning for 鈥� or actively upgrading to 鈥� new technologies.

Vital steps for a smooth transition

In general, however, corporate tax departments should take the following steps to incorporate new technologies in ways that advance departmental goals and establish a proactive approach to tax management and compliance. These ways include:

Developing a strategic technology plan 鈥� Piecemeal, ad hoc solutions (reactive by nature) will only guarantee frustration and failure. To get on the right track, tax department leaders should develop a strategic plan for how the new technology will be used and why. The overall goal of such a plan should be to articulate precisely how the new technology will serve the department and the organization. Some questions to consider are:

• • • How will the technology help align the department鈥檚 goals with the company鈥檚 goals?
    • What tasks should be automated 鈥� and which ones shouldn鈥檛?
    • What additional skills will employees need to use the technology effectively?
    • How will the technology create process efficiencies and improve compliance?
    • What additional capabilities will the technology give the department?
    • How will those new capabilities be utilized or leveraged?

Creating a technology roadmap 鈥� Once a strategy has been developed, it鈥檚 essential to create a technology roadmap 鈥� a detailed, step-by-step breakdown of the implementation process that explains how the project will unfold, the timeline, and what to expect along the way. Take into consideration that tech transitions don鈥檛 happen instantly; they take time, so thoroughness is a virtue here.

Placing someone in charge 鈥� According to our Corporate Tax Technology report, only about half of all companies have an individual in place who is formally empowered to guide the overall tech strategy for their tax department. Don鈥檛 make that mistake, because leadership is essential for any tech transition. Ideally, the person in charge, whatever their title, should have both tech experience and deep knowledge of the company鈥檚 larger operations. Experience and training in change management is also a plus, because tech transitions aren鈥檛 just about the technology. Indeed, those who neglect to address the impact that technological change is going to have on the workforce are missing half the picture.

Communicating early and often 鈥� It cannot be stressed enough how important it is to keep open lines of communication with tax teams and the larger network of stakeholders throughout the organization who may be affected by a new technological ecosystem. Within the tax department, it鈥檚 important to articulate a vision of the future, one that explains how job roles are likely to change, how the department鈥檚 processes and workflows will be affected, what performance expectations will look like after the transition, and how the department will adapt to better serve the needs of the larger organization.

Training for the technological future 鈥� While most large companies (those with more than $1 billion in annual revenue) have technology training programs, smaller companies tend to struggle in this area. However, technology training isn鈥檛 just about teaching people to use software tools effectively, it鈥檚 also about continuously upgrading people鈥檚 skills so that they can make more productive use of these tools going forward. Training, in other words, is the best way to ensure that the organization gets the most out of its technology investment.

Launching pilot projects 鈥� Communication and training provide a solid theoretical foundation for technology usage, but nothing beats hands-on experience. A great way to ease into the future is to develop pilot projects that allow people to apply new tech tools and discover for themselves what fresh capabilities they have at their fingertips. Pilot projects can also help troubleshoot departmental operations that may be impacted by the technology and give team members the opportunity to brainstorm potential solutions.

Toward a more proactive approach to tax

At the top of the corporate food chain, investing in a new technological ecosystem is about improving productivity and profits. At the departmental level, however, the above preparations lay the groundwork for a much more dynamic tax function that leverages new technology to potentially redefine its role within the organization.

Once the technology is in place, tax professionals are essentially entering a brave new world 鈥� one in which it is possible to guarantee compliance, mitigate almost all risk, and drastically reduce the chance of damaging audits and penalties. A much larger universe of tax data also gives departments the power to analyze supply-chain risks and inefficiencies, develop new tax strategies, and scout the horizon for new opportunities to save money and create value for the business.

These are just a few of the benefits of a more proactive approach to tax management, but only those tax department leaders who plan and prepare properly will be positioned to get the most out of the tech-driven future of corporate tax management.

You can download a copy of the recently released听2025 Corporate Tax Technology Report听from the 成人VR视频 Institute and Tax Executives Institute here

This shift reflects an industry-wide acknowledgment of LPM professionals鈥� value in driving efficiency, improving client satisfaction, and enhancing profitability.

The expanding influence of LPM professionals

Historically, lawyers managed their own cases, and client matters with minimal formal project oversight, often resulting in unpredictable costs and timelines. However, the shift toward organized legal project management has addressed these issues by embedding project management principles within the legal service delivery process. LPM professionals bring methodologies that streamline workflows, enhance financial oversight, and ultimately deliver more predictable outcomes for clients.

A recent report, , conducted by LawVision, True Value Partnering Institute (TVPi), and Savvy Surveys for Lawyers, highlighted this transformation, noting that law firms are increasingly investing in LPM functions. The value of LPM extends beyond merely meeting deadlines and monitoring budgets; these professionals now actively contribute to strategic planning, risk management, and client relationship enhancement.

Not surprisingly, the compensation for these roles as also increased since 2019 when 成人VR视频 partnered with TVPi on the inaugural survey about these roles. In the 2024 survey, more than one-third of the respondents said their firms also bill for the time of their legal project management professionals.

Why LPM professionals are key players

Law firms鈥� growing enlistment of LPM professionals is a strategic response to a competitive legal market, and there are specific reasons why these roles are now viewed as essential, including:

Cost management and budget transparency 鈥� Clients demand cost control and predictability in their legal engagements, and LPM professionals deliver this by developing clear budgets, tracking expenses, and minimizing unexpected costs. They help ensure that legal matters stay within agreed-upon financial parameters, adding transparency that builds trust with clients and positions firms as reliable partners in managing client spend.

Improving client relationships and satisfaction 鈥� Nearly half of LPM professionals surveyed are now client-facing, handling tasks such as providing progress updates, discussing scope changes, and managing budgets in direct communication with clients. This client-facing evolution underscores LPM鈥檚 role in fostering transparency and accountability, ensuring clients feel engaged and informed throughout the service of their matters.

Enhancing process efficiency and accountability 鈥� By analyzing workflows and developing consistent processes, LPM professionals significantly enhance a firm鈥檚 efficiency. They help streamline communications, reduce delays, manage risks, and prevent errors, ultimately creating a more reliable and responsive service model.

Supporting alternative fee arrangements 鈥� With growing demand for alternative fee structures, such as flat fees or contingency billing, LPM professionals play a key role in managing these financial models successfully. They track project progress, measure against budget, and ensure scope clarity, balancing client expectations with their firms鈥� financial objectives.

The client perspective: The value of a strong LPM team

Clients are increasingly aware of and invested in the project management capabilities of their legal service providers. Requests for proposals (RFPs) frequently call for dedicated LPM support as a prerequisite for engagement. Other reasons why LPM functions are becoming a top priority for clients include:

Transparency and predictability 鈥� Clients want to understand the trajectory and costs associated with their legal matters. LPM professionals provide detailed, real-time updates that give clients confidence in both the process and the costs.

Customized solutions 鈥� LPM professionals work closely with clients to align legal strategies with specific business goals, helping lawyers tailor the service delivery to meet unique client needs.

Risk management 鈥� In high-stakes legal scenarios, managing and mitigating risks is crucial. LPM professionals proactively identify and address risks, setting up contingencies that protect clients from potential disruptions.

Reflecting the strategic value they bring, LPM professionals are now compensated at highly competitive levels. The recent survey shows that senior LPM roles, particularly those with client-facing and global responsibilities, command substantial salaries. The top leadership roles within LPM carry additional compensation potential, particularly for professionals with advanced degrees or with many years of experience in legal project management. This financial recognition further underscores the growing significance of LPM professionals in the legal ecosystem.

Trends shaping the future of legal project management

Looking ahead, several trends are poised to further expand the role and impact of LPM professionals, such as:

Technology and AI integration 鈥� As law firms increasingly adopt artificial intelligence (AI) and data analytics, LPM professionals are expected to harness these technologies to improve decision-making and streamline processes. AI-driven insights can assist in managing deadlines, forecasting budgets, and automating repetitive tasks, freeing LPM teams to focus on strategic initiatives.

Enhanced accountability 鈥� Clients are pressing for greater accountability and measurable outcomes. This shift will likely drive LPM teams to establish and monitor performance metrics that ensure client expectations are met, aligning legal service delivery with quantifiable value.

Cross-functional collaboration 鈥� Future LPM roles will continue to increase collaboration with other departments, including pricing, innovation, and practice management. By working closely with these functions, LPM professionals can enhance firm-wide efficiency and deliver tailored solutions that meet evolving client needs.

As the legal industry continues to transform, law firms that invest in robust LPM functions position themselves for sustainable success. Clients increasingly view LPM capabilities as a mark of professionalism and accountability, and those law firms with well-established LPM teams often enjoy stronger client relationships and higher satisfaction rates.

For firms competing in today鈥檚 demanding market, the message is clear: Investing in skilled LPM professionals is not only a way to optimize operations but also is a strategic move that enhances client trust and positions the firm for long-term growth.

Conclusion

The evolution of legal project management from logistical support to strategic, client-focused leadership marks a new era in the legal industry. LPM professionals play an essential role in aligning firm operations with client objectives, managing costs, and ensuring timely delivery of services.

By adopting an LPM-driven approach, law firms can provide higher value to their clients and create a competitive edge in an increasingly challenging marketplace. As these roles continue to expand, they offer an essential pathway for law firms striving for excellence.

For more on how talent management can improve law firm performance, you can access the most recent here.

Or as legendary management consultant Peter Drucker once said: 鈥淚f you want something new, you have to stop doing something old.鈥�

More than two-thirds (67%) of projects fail in organizations that don鈥檛 value project management, according to the from the . Instead of wasting time and money on incomplete projects, however, firms can leverage project management principles to more effectively implement innovative initiatives. Here are four critical areas of project management that tax & accounting professionals can leverage to drive change in their practice:

The Vision

Some people perceive project management as just another workflow that needs to be defined or another person pestering you about things you need to complete. In actuality, project management adds structure to what can often be a nebulous process. It makes room for creativity, monitors risk, and maintains boundaries around a project鈥檚 scope while keeping the team focused on the overall vision.

One best practice that project managers use is to develop a charter at the project’s onset. The charter keeps the team on track and identifies the agreed-upon resources. Its purpose is to document key aspects of the project without overcomplicating the information. These key aspects include:

• • • • vision for the project;
      • scope and key objectives;
      • deadlines and milestones;
      • resources (budget, team members, etc.); and
      • communication protocols.

This vision exercise should not describe the end product but instead, the desired result. An effective innovation process will take twists and turns as you develop the final solution. Several years ago, the co-founder of Netflix, Marc Randolph, told a room full of tax & accounting professionals at the Digital CPA Conference that iterating as you go is essential during innovation. At the time, Randolph was not trying to develop a DVD mail-order business; instead, he wanted to change how people accessed their home entertainment 鈥� the result, not the end product. Having a clear goal keeps the team focused on creating an impactful solution.

The Timeline

While tax & accounting professionals are accustomed to deadlines, it鈥檚 important to consider what how critical the due date is for an innovation project. Some have a small window of opportunity, and if that window is missed, your organization can go from being ahead of the curve and defining new expectations to playing catch-up and competing with others.

Project management documents the due date and pertinent milestones along the path to completion. The process considers which deadlines can flex, which need to stay firm, and how to manage available resources to keep the project on track. Consideration needs to be given to the availability of each member of the innovation team as well. If everyone involved has the same busy season, look for who can be included to keep various activities going while the core of the team is heads down in client work.

Keep in mind that project management is not a workflow, so steps can be done out of sequence depending on the availability of resources and what can be moved forward.

Testing

Not every idea works, so there needs to be a testing phase or even multiple phases. You should test how well the concept works and the reception the project receives from the target customer or stakeholder. 鈥淭he project management principle of scoping the vision helps to provide an outline of the parameters of the end result,鈥� says Jessica Hartsfield, a project management professional and founder of Maven Source International. 鈥淚n essence, it tells you what the customer or group wants, so the internal team gets a sense of what to look for to ensure they are hitting the customer’s objectives. This scope should then turn into a listing of necessary testing results.鈥�

By documenting the scope from the beginning, the team knows for what it should be testing. Is the solution developed achieving the vision defined in the charter? If not, then it鈥檚 good that the team has this feedback before investing in an official rollout. If further iteration is required, the team should not feel they failed. In truth, this is part of any innovation process.

Project management principles promote risk management, including giving users the ability to track risk factors and testing. Do not skip this step just to expedite the process.

Deployment

Project management allows users to oversee the entire process, from conception through deployment. Often, because the team nurturing and developing the solution is very close to the details, they may lose sight of what is needed for the rollout. Not everyone in the firm may even remember that this particular initiative has been in the works.

You can counter this perception by investing in how the idea will be introduced to the audience and key stakeholders. Explain what is in it for them with the launch. Once you have buy-in, communicate how the project will be rolled out and when key stakeholders will be able to reap the benefits. Make sure that you are answering questions such as: Will it be launched in stages? Is there training required? Will everyone have immediate access? Additionally, share what will change and what will remain the same once it is launched.

After the launch, collect feedback on the development process and the final project outcome. Project managers will need this information to debrief the team and note enhancements for implementing future innovative initiatives.

As tax & accounting professionals look ahead to the next busy season, begin ideating on how to improve the workflow, offer talent a better work/life balance, and provide higher value services to clients. Then look to the expertise of project managers and how their methods might ensure a greater chance of completion on budget and on time.

成人VR视频 Institute: Throughout this series, you discussed how process improvement is transformative within the legal industry, and how those firms that embrace it can create an upwards spiral of efficiency, cost-savings, and client satisfaction. Yet, law firms are notoriously risk averse and seem unwilling to depart from traditional ways of working, even when those ways may not be working well. How can process improvement change this thought process?

Fred Esposito: Process improvement methodologies and tools are invaluable for understanding ways to improve how legal work is currently produced. Once data shows the magnitude of the problems and opportunities, those risk-averse lawyers realize very quickly that it is less risky to change than it is to continue to operate in the way they always have.

They are also getting more attuned to the importance of creating a continuous improvement (dare we say innovative!) culture that focuses on the employee experience and develops new competitive advantages in a marketplace where the war for talent is real. There are also many case studies, so we have plenty of precedent and good responses to the age-old question, 鈥淲ho else is doing that?鈥�

Despite traditional resistance to innovation, many law firms are recognizing the benefits of training their people and their clients about process improvement and project management methodologies. This kind of 鈥渟peaking the same language鈥� facilitates all sorts of productive and positive discussions, including how law firms can increasingly assist clients with their own strategic initiatives, which contributes greatly providing added value and being a good business partner.

成人VR视频 Institute: You previous talked about the DMAIC framework 鈥� Define, Measure, Analyze, Improve, and Control for doing process improvement work. How can that play a part here?

Fred Esposito: Indeed, the key to success is to follow the frameworks for doing process improvement work. Whether it is DMAIC or a variation like DMADV (Define, Measure, Analyze, Design, Verify) or the Legal Lean Sigma庐 Institute鈥檚 collaborative approach to process improvement, called the Legal WorkOut庐, the key is to not skip steps and do that work in that exact order. The temptation to skip steps will occur, of course, but you should resist it. Take the process improvement phases in order and stay the course, because change management and stakeholder engagement are built into the way we do this work; and it is not just effective, but practically fail safe. This very logical, sequential way of delivering a process improvement project is also a good assurance for those risk-averse lawyers I mentioned earlier.

When performing legal services, law firms need to focus on the development and documenting of process: a describable, repeatable sequence of activities and tasks that generate outcomes, while creating and delivering value to the client. A good process will also deliver value to the firm, with no tradeoffs.

As the Legal Lean Sigma Institute teaches, everyone is too busy to do things over again and spend time correcting things. We want to figure out how to 鈥淒o the right things, the right way, the first time, every time.鈥�

成人VR视频 Institute: It sounds like process improvement success depends on following the framework.

Fred Esposito: That鈥檚 right. The DMAIC, DMADV, the Legal WorkOut, and even Design Thinking frameworks ensures that a cross-functional, diverse team travels safely through a project journey with built-in checkpoints and the right stakeholder engagement. It requires answering some key questions: What is value in the eyes of the client? What do law firms do that its clients may not consider valuable? In performing legal services, where do we have Lean鈥檚 8 kinds of waste and Six Sigma鈥檚 undesirable variation? Through each of the phases in DMAIC, those questions start to get answered and are supported by data.

Data can tell a great story of how existing processes are working (Define & Measure); help us discover problems in existing processes and determine their root causes (Analyze); then identify process changes that can help (Improve) existing processes, either by addition or elimination of steps; and then find the ways to keep the new and efficient processes on track (including room for corrective action) for delivering predictable outcomes (Control).

DMAIC can be applied to every process in any firm of any size 鈥� it is completely scalable and can be scoped 鈥� and that鈥檚 why I think following this path through process improvement projects are going to be a big part of the future in legal. Simply put, it works. As we say at the Legal Lean Sigma Institute, 鈥減rocess improvement lives at the intersection of client, employee, and brand experience.鈥�

Currently, DMAIC is being used for all key business and legal processes, to improve every kind of work the firm does and delivers. Lean Sigma produces more than just financial improvements; process improvement helps firms determine the best way to conduct a certain kind of work to achieve efficiency, excellent quality of work and service, high probability of successful outcomes, and predictability.

成人VR视频 Institute: Do you think this could be the game-changer that everyone in legal says they鈥檙e always looking for?

Fred Esposito: It may well be 鈥� but some firms are going to be up for that challenge and others will still have a way to go. But you know the old way of doing things, the instinct and muscle memory, still play into it, of course; but today鈥檚 clients are more sophisticated. Their legal ops and procurement professionals require something qualitative as well as quantitative, and all clients demand budget predictability. They want to know how the services they buy are priced and valued.

So, yes, I鈥檇 say it鈥檚 a definite game-changer now and has gone mainstream. I think it’s going to evolve even further in another year or so, because there’s going to be so many iterations of process improvement work. We’re already seeing hybrid work models, and everybody is doing something different.

With every undertaking within a firm, it鈥檚 going to be driven by individual firm culture, resources, organizational maturity, leadership, and so on 鈥� and that鈥檚 also the beauty of process improvement. No one does it the same as anyone else, yet it works for everyone.

Fred Esposito, COO of the regional law firm Rivkin Radler, has more than 25 years of law and accounting firm experience, is an author and sought-after speaker specializing in financial and organizational management, process improvement and project management, and has managed and worked in a consulting capacity with several domestic and international law firms. He is also a senior consultant with the Legal Lean Sigma Institute, LLC, and a Certified Green Belt in Legal Lean Sigma with a Project Leader designation. Fred is working towards his Black Belt Certification.

Not surprisingly, this pressure is pushed down throughout the corporate infrastructure, and many corporate law departments are feeling the squeeze like never before, being mandated to cut costs and carefully evaluate any spending. How, then, can legal departments do more with less while continuing to handle an increasingly complex legal and compliance workload?

Indeed, in the 成人VR视频 Institute鈥檚 , half of the senior in-house counsel surveyed cited 鈥�conducting operations in the most efficient way possible as a top priority for their law department, even more than safeguarding the business, which is arguably the main purpose of an organization鈥檚 legal function.鈥�

Efficiency seems to be top-of-mind for many in-house lawyers. In the same survey, they named cost pressures and doing more for less as their biggest efficiency challenges. Other challenges, such as managing the organization鈥檚 digitalization and technology initiatives and improving operational efficiency and streamlining work processes were also cited.

Yet, what specific steps can corporate law departments actually take to help them do more with less? Here are several ways company chief legal officers can be thoughtful about their overall legal spend:

1. Shifting work to lower cost legal providers

This one might seem obvious, but the way to find lower cost legal providers. Corporate law departments that see a lot of litigation, employment issues, intellectual property (IP) matters, or merger and acquisition (M&A) situations might consider hiring external law firms outside the legal hot spots of New York City, Los Angeles, or London. Instead, much of the work can be done 鈥� without significant change in the quality of the work 鈥� by lower cost regional law firms in less expensive parts of the United States, such as Kansas City, Mo., Nashville, Tenn., or Denver.

Often these smaller regional powerhouses can offer expertise in litigation, M&A, employment, or IP that matches (or comes close to) the work done by big city firms at a much lower cost. Additionally, sending certain work, such as M&A or due diligence, to a smaller regional firm will likely allow the corporate law department some latitude in seeking caps on fees for larger projects or finding other alternative fee arrangements that may not always be available at bigger less-flexible law firms.

2. Offshoring legal talent

Take advantage of the rise in remote work and tap the pool of talent available globally.

This strategy could mean bringing on legal talent in other countries, such as India, where employees or contractors can do the more routine type of legal work, such as reviewing contracts and non-disclosure agreements (NDAs), conducting due diligence in M&A transactions, or other high-volume, lower risk tasks.

Moving this work to offshored legal talent doubles the benefits: It not only allows your law department to complete this work more affordably; it also frees up your higher paid legal talent to tackle more productive and valuable work for the organization. In fact, if your company already has an offshore office, then building up the legal talent there could enable your team to offer more 鈥渞eal-time鈥� advice to employees in global offices and cover more time zones to support the business.

3. Leveraging new and existing talent who can flex

Many law department leaders are reevaluating their talent needs to ensure all resources are being efficiently optimized. Focus hiring on more senior talent who can flex their legal skills beyond their area of expertise, making them more useful as utility players that can help the department meet all its needs.

Many departments are seeing the value in hiring more versatile lawyers who can advise the company on multiple areas of the law, while bringing flexibility to the department and giving legal teams the depth to react dynamically to changing circumstances.

Many departments are seeing the value in hiring more versatile lawyers who can advise the company on multiple areas of the law, while bringing flexibility to the department and giving legal teams the depth to react dynamically to changing circumstances.

This strategy can go beyond new hires as many department leaders are asking their existing lawyers to stretch beyond their core areas of the law to meet new mandates or demands from corporate leadership or other areas of the company.

4. Utilizing the budgets of other business units

When working with other business units within the organization 鈥� whether it鈥檚 finance, human resources, information technology, or the tax department 鈥� corporate law departments should not necessarily pick up the tab for all the collaborative work being done.

In fact, when teams from other business units ask for legal resources or for the law department to take on a large outside project, ask those departments to pick up all or a portion of the cost. Teams can also share the costs for hired personnel required to perform functions for two or more teams, such as equity administrators, international corporate secretaries, and the like.

5. Hiring a legal operations professional to better leverage technology

Many GCs are hiring legal operation professionals as one of their first and most important hires, giving these professionals the mandate to improve department efficiency, provide metrics to benchmark productivity, and allow visibility into contract cycles to better streamline the work process.

As the 2022 State of Corporate Law Departments Report showed, there are a number of legal technologies that many law departments currently use, and that number has grown over the past several years. For example, almost two-thirds of departments now say they use e-signature technology regularly and more than half use legal research and contract management technologies in their day-to-day operations.

Legal operations professionals can add tremendous value by optimizing technology use and providing metrics that can measure performance and improvement. This then allows legal department leaders to speak in the language of data and numbers 鈥� one that is understood by other business units 鈥� which can help them provide visibility to other business units and the board of directors about the legal team鈥檚 performance and can help chief legal officers make their case for more resources if and when needed.

Keep improving with your eye on the bottom line

Beyond these five steps, there are other ways that corporate law departments can satisfy the mandate to do more with less. As efficiency remains a crucial goal for many in-house law departments, related factors such as improving talent and resourcing strategies, as well as pursuing needed technology initiatives, will become added benefits for those departments looking to right-size their needs with the resources they have available.

This article was produced in collaboration between and the Association of Corporate Counsel鈥檚

Even though remote work models are reported to improve employee well-being and job satisfaction, expand talent pools, and reduce long-held costs associated with infrastructure, there is further evidence these success drivers have also exposed employee isolation, deteriorating workplace culture and limiting organizational knowledge-sharing.

One of the frequent issues raised in remote and hybrid environments is the very real feeling of missing out. The loss of such in-person interaction as coffee meet ups and impromptu knowledge exchanges has diminished the sense of belonging and organizational purpose. This type of informal organizational knowledge-sharing is predicated upon relationship proximity that is defined by trust. In other words, the people with whom we typically interact, are those whom we are more willing to share with and learn from.

Rather than hitting the limit on organizational knowledge-sharing鈥� the time is now ripe for knowledge-sharing behavior to be seen as central to innovation.

So what are the practical considerations for an organization whose historical and continued success is gleaned from knowledge-sharing behavior beyond knowledge capture?

Rather than hitting the limit on organizational knowledge-sharing (and despite organizations having largely focused on improving knowledge-sharing through information technology systems), the time is now ripe for knowledge-sharing behavior to be seen as central to innovation.

Understanding that most aspects of organizational sharing are based on experience and are largely rooted in undocumented (tacit) rather than documented (explicit) knowledge, it is knowledge-sharing behaviors that are embedded in organizational routines, processes, and structures that improve the weakened relational ties unearthed by remote work. Organizations that invest in and strengthen the development of knowledge-sharing behavior through relational networks contained within teams to create a more matrixed and cross-functional team approach influence cooperative communication that broadens the various dimensions of internal knowledge expansion.

This approach will form interpersonal networks of common sharing as a personal goal and characteristic. This also opens up an organization to social knowledge-sharing systems that are not solely defined by proximity.

Improving knowledge-sharing

Effective models for improving knowledge-sharing behavior and outcomes are commonly studied across academic and corporate circles. These studies are consistently focused on fostering a knowledge-sharing mindset, creating space or ways for sharing to happen, adapting to different forms of knowledge-sharing leadership values, and formalizing the sharing process.

There are a number of ways to improve knowledge-sharing behavior within an organization, and most recognize that people are central to the success of any knowledge-sharing effort. Through their social connections, employees view themselves as knowledge contributors and as such, an organization should make the most of this view. Indeed, some ways to better foster this view include:

1. 1. Acknowledging self-belief and that everyone has valuable knowledge to share 鈥� Do this through team debriefs and learning opportunities, and by developing informal social networks. Employees believe in social leaning as a key driver in their success.

   2. Designing ways to create mentoring as a knowledge-sharing scenario 鈥� Whether through project teams or organizational participation, this strengthens and leads to cross-functional learning.

   3. Enabling people to regularly share knowledge 鈥� This forms consistent habits and feelings of purpose and contribution.

   4. Considering that your peers are a collective network of knowledge 鈥� Reach out regularly to identify and solve problems that innovate and improve process.

Organizational knowledge-sharing is now positioned to evolved beyond the limits of technology structures. How an organization perceives and values what people know can offer further insight into the discipline of knowledge-sharing as a core institutional value 鈥� and one in which there are no limitations.

A quick prerequisite

Let us begin by quickly defining no/low code technology. Admittedly, this is a concept which likely is not understood by everyone in the industry. Here is a common definition:

Low-code/no-code development platforms are types of visual software development environments that allow enterprise developers and citizen developers to drag and drop application components, connect them together, and create mobile or web apps.

In plain English, no/low code technology allows non-programmers to develop applications which streamline and improve business functions. How is this done? The most common elements include features such as a drag-and-drop interface and preconfigured building blocks. The use (and re-use) of common templates 鈥� think a template for document generation or case management to use as a starting point for a related work task 鈥� generates development efficiencies as well.

To frame this for the legal profession, think of the ways in which certain tools allow attorneys as non-developers to create websites or easily publish written posts using blogs. No/low code is in the same neighborhood, just taking the concept of empowering non-technical citizen developers a tad further down the road (e.g., building applications).

A quick example of a no/low legal process opportunity

Litigation is one of the numerous functions within the legal profession with a fairly defined, repeatable process, as this or common trial steps illustrates. Traditionally, skilled practitioners and legal teams collaborate to expertly guide matters through their chronological work processes. However, you can see that if technology assistance were to be interwoven within the process. It could add great value by integrating recommended next steps, generating follow ups where needed, or distributing status or exception reports. At a minimum, this technology serves as a valuable quality assurance backstop while freeing up a firm鈥檚 best legal minds for more important and cognitive client requirement.

For those grappling to digest the concept of how technology infused into legal workflows helps, let us consider the transformational changes seen over the past decade in discovery document review processing or e-discovery. Similarly, there is surely potential to see parallel productivity and service improvements via no/low code technologies in the years to come even if the scope and impact have yet to be determined.

Types of legal applications where no/low code tools can deliver value

Complete simple automation applications

Within the broad business world, process areas such as document processing and workflow automation are in the sweet spot for no/low code technology.

For example, functions such as the filing of initial claims (allowing for future evaluation), client intake processes, the generation of non-disclosure agreements, and selected types of legal document creation could all benefit. It is important to note there is an upper limit in terms of application sophistication for systems completely generated by no/low code engines, and for those challenges we turn to software engineers and company IT professionals, of course. But the possibilities are certainly voluminous for those with the time, inclination, and imagination to automate fairly straightforward processes.

Complex, highly customizable case management systems

For more complex needs, there is another role for no/low code to play. This is the area of empowering system configurators (who often work within the IT function) to become builders rather than power users (typically members of the legal function).

This is executed using a development philosophy known as , which is a strategy allowing technically minded individuals to use preconfigured development platform tools to create new tables, fields, forms, reports, security controls, etc. This methodology is the key in deriving maximum value from the no/low code concept when applied within complex applications. Specifically, in this flavor of no/low code tech, the benefit is not in creating ground-up applications, but rather in modifying application functionality, executing data loads, deploying reports, altering security settings, and many other common, day-to-day needs 鈥� all at a lower .

A typical example of this use case (and something I do within my own professional life) is how within our law firm we build and configure customized mass-tort or product liability types of case management systems that track tens of thousands of claims with hundreds of fields. These systems help satisfy the legal management and tracking requirements of corporate legal departments, defense counsel, insurers, and other stakeholders. Plus, the ability to nimbly execute feature and data changes for clients is an essential element of our client service model.

Types of no/low providers

Many technology studies have published findings on the roles of legal software specialists vs. general purpose providers. Not surprisingly, no/low code deployments and vendors exhibit the same blend of approaches as observed in other legal technology areas.

Many of the available commercial platforms all fall under the umbrella of core underlying technologies that are empowering the no/low code revolution. Of course, these powerful tools are mostly of interest to the more technically minded developers serving the legal industry. It is less important for legal professionals and attorneys in their roles as no/low code citizen developers to do deep dives into these more technical offerings.

That being understood, there are certain general-purpose enterprise providers in the space, as well as a category that is an interesting mix of the two 鈥� legal industry specific offerings built on enterprise technology.

Lastly, there are some 鈥渆nterprise companies鈥� that are now specifically marketing Legal Service Delivery. And, even if they were not, it is the case that workflow technologies with easy-to-configure functionality already have a strong foothold in areas either firmly within or closely allied with legal providers.

A final comment on the benefits of no/low code approaches

Shifting our gaze from technology, there certainly is ample focus in today鈥檚 business environment on employee satisfaction, engaging personnel to collaborate face-to-face, and related topics. Along those lines, I believe most of us appreciate the joy of building and creating compared to the frustration of asking and not receiving something. Whether it is painting a room in your house, wading through 20 pages of instructions to assemble a piece of furniture with several hundred parts, or designing your own application for your vocation, there is typically inordinate satisfaction in digging in and accomplishing something with your own two hands.

Of course, some will always prefer to hire an expert, while for others the empowerment to tinker and create with no/low technology can be a rewarding, enjoyable element of the work experience. For this group, deploying capabilities to allow motivated individuals to redesign and improve their own work processes can develop intrinsic value far beyond that provided within the typical measured return on investment of a technology project.