If you’ve ever tried to implement new technology in a law firm, you’ll know that the hardest part isn’t the software. It’s the people.

You can have the most advanced CRM system, the cleanest data, and a watertight implementation plan but if your fee earners don’t use it, it’s just another shiny platform sitting idle in the background.

So why do so many law firms struggle with CRM adoption? And what can be done differently?

Fee earners and the “what’s in it for me?” problem

Let’s be honest, most fee earners didn’t join the profession because they love data entry or digital tools. Their focus is on delivering excellent legal work, billing hours, and serving clients.

When you ask them to log activity, update contacts, or track opportunities in a CRM, it can feel like an extra admin burden; something that takes time away from what they see as their “real” job.

The problem isn’t resistance to change per se but it is a lack of perceived value. Unless the system gives them something back, like easier access to client insights, faster prep for meeting, or visibility of firm-wide relationships, they’ll never fully engage.

Adoption starts with culture, not configuration

Here’s the reality: successful CRM adoption in law firms is 80% cultural, 20% technical.

Technology projects often focus too much on configuration, automation, and data migration and not nearly enough on people. Ultimately, even the best system fails in a culture that resists it.

If senior partners aren’t visibly using the system, others won’t either. If fee earners see CRM as “marketing’s job,” adoption will remain patchy. But when leadership models the behaviour through capturing key client engagements, referring to data in meetings, celebrating wins that come from shared insights, the people and culture will follow.

The message from the top should be clear: this isn’t a side project; it’s how we work now.

The importance of senior leadership buy-in

Leadership buy-in isn’t just about approving budgets, it’s about active participation and leading the shift from the top.

When partners and heads of practice show that CRM data informs strategy (from business development to client retention) it signals that the platform isn’t just another tool, it’s part of the firm’s DNA.

It’s also about accountability. Make CRM engagement part of the firm’s KPIs, reward teams that collaborate and share insights, and show how data-driven decisions lead to better outcomes. That’s when behaviour starts to shift.

Turning data into intelligence: why unstructured data matters

Here’s where things get interesting. As AI becomes more embedded in professional services, the value of your firm’s unstructured data (such as emails, meeting notes, call transcripts and client correspondence) will only grow.

CRM systems that capture this information, and make it searchable and connected, give firms a huge competitive edge.

Imagine an AI tool that can highlight relationship insights, flag cross-selling opportunities, or predict client churn but it can only do that with reliable, well-structured data. No CRM usage means no data. No data means no intelligence.

So, user adoption isn’t just about getting people to “use the system.” It’s about preparing the firm for the AI-driven future of client service and business development.

Practical steps to drive adoption

If you’re leading a CRM or tech project in your firm, here are a few proven steps to boost adoption:

• Engage users early – involve fee earners in defining what's needed, let them test and feedback so they feel part of the process.
• Focus on quick wins – identify simple use cases where CRM makes their day easier.
• Integrate, don’t duplicate – connect CRM with Outlook, Teams, or whatever tools they already live in.
• Train for relevance – show how CRM supports their individual roles, not just firm-wide objectives.
• Celebrate success – share stories where CRM data led to a new client or opportunity.

People power the platform...

In law firms, technology success doesn’t start with systems but with people.

CRM adoption isn’t a one-off project; it’s a cultural shift that needs leadership, communication, and a shared vision of value.

When you get that right, you don’t just have a better CRM,  you have a more connected, intelligent firm that’s ready for the future of digital and AI-driven client engagement.