Opening context
LawCo is a global commercial law firm serving technology, life sciences, and financial services clients across jurisdictions and time zones. Nearly 3,000 professionals participated in a firm-wide digital experience baseline spanning attorneys, business services, and operational teams.
At the time of the baseline, the firm had appointed a new Chief Innovation and Information Officer with a mandate to advance AI adoption, modernize its digital platform, and support an evolving global operating model.
Before accelerating innovation initiatives, firm leadership sought a clear view of how technology was experienced across offices and practice groups. The objective was governance clarity.
The decision context
The firm faced a foundational question: could it confidently scale AI-driven capabilities and new operating models without first understanding inconsistency in core digital experience?
Operational metrics showed availability and ticket performance. Strategic roadmaps outlined cloud migration and AI initiatives. However, neither revealed how predictable or confidence-building existing technology felt in day-to-day legal work.
In a billable-hour model, even minor technology inconsistency can affect drafting velocity, collaboration under deadline, and partner confidence in firmwide initiatives.
In a partnership model, that inconsistency becomes political before it becomes operational.
Standardized tools do not guarantee standardized experience.
Leadership needed to understand where experience was stable, where inconsistency existed across offices, which services carried disproportionate influence on client-facing work, and whether friction patterns would undermine broader digital ambitions.
Without that baseline, prioritization risked being driven by escalation or enthusiasm rather than evidence.
Why existing signals were insufficient
Traditional ITSM reporting described service activity. Strategic roadmaps described future capability.
What was missing was a structured view of current-state technology reality across the firm.
Leadership could not clearly see:
- Whether attorneys in different offices experienced materially different levels of reliability
- Whether certain practice groups faced disproportionate friction
- Where document management, collaboration, or remote access issues intersected with billable work
- Which experience gaps represented systemic exposure versus localized disruption
In a global partnership, uneven experience across offices can quietly erode confidence in firmwide initiatives.
How Voxxify was used
LawCo conducted a global, time-bound digital experience baseline involving nearly 3,000 professionals.
Experience was segmented by:
- Office location
- Role (attorneys, business services, IT, leadership)
- Service domain (document management, collaboration, remote access, network, endpoint, service desk, email and calendaring)
Crucially, the baseline connected satisfaction with service influence — identifying where friction intersected with client-critical workflows.
Rather than producing a single composite score, the output provided a comparative map of experience inconsistency across the firm.
What changed as a result
The baseline grounded innovation in operational reality.
- Innovation sequencing became evidence-led. The firm could distinguish where foundational reliability required attention before layering AI-driven capabilities.
- Escalation was contextualized. Individual office concerns could be assessed against firmwide patterns rather than treated as isolated crises.
- Influence clarified priority. Services most critical to drafting, collaboration, and client responsiveness were identified as governance priorities.
- Credibility strengthened. The CIO and partnership gained a defensible foundation for aligning AI and digital initiatives with actual experience conditions.
The result was not a slowdown of ambition. It was disciplined acceleration.
Closing insight
By establishing a global digital experience baseline across nearly 3,000 professionals, LawCo ensured that its AI and innovation agenda was grounded in operational reality — reducing inconsistency risk and strengthening partnership-level decision confidence at firm scale.
