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In many legal technology companies, the role of the CTO has remained largely unchanged for years: a vital but primarily operational figure who ensures that systems are secure, compliant, and functioning smoothly. While these tasks are undeniably important, this traditional view of the CTO as a caretaker of infrastructure is increasingly misaligned with the demands of modern legal technology.
Why? Because today’s legal landscape requires more than reliable infrastructure—it demands constant innovation. The market is crowded with service providers offering similar products and services, and the differentiator is no longer just the technology itself but how that technology is used to deliver real value to clients. If a CTO’s primary focus remains limited to keeping the lights on, companies risk missing critical opportunities to innovate, expand, and stay ahead of competitors.
In other words, the status quo of the CTO as an infrastructure manager is not just outdated—it’s dangerous. By confining the CTO to operational tasks, legal technology providers are hampering their potential for growth and leaving themselves vulnerable to more agile, innovative competitors who understand the strategic value of a forward-thinking CTO.
The risks of clinging to the traditional CTO model
Maintaining the status quo isn’t just about missed opportunities; it can actively harm a company’s prospects. A CTO who remains focused solely on maintaining existing infrastructure may inadvertently foster a culture of stagnation, where experimentation and forward thinking are deprioritised in favour of operational stability. While stability is important, it’s simply not enough in today’s rapidly evolving technology environment.
Consider the risks:
- Loss of Competitive Edge: Legal technology is a fast-moving industry, and service providers that need to innovate will quickly fall behind. A CTO who isn’t looking ahead to emerging trends and technologies may miss out on key opportunities to introduce new products or services that can set the company apart from competitors.
- Decreased Client Satisfaction: Legal clients increasingly expect their technology providers to not only meet their current needs but also anticipate future ones. A CTO who focuses solely on maintaining systems may miss the chance to enhance client offerings through new solutions that deliver greater efficiency, accuracy, and scalability.
- Stagnation and Talent Loss: A CTO that prioritises operational maintenance over innovation may unintentionally create a culture where talented engineers, developers, and other technical staff feel stifled. Without a clear mandate for innovation, top talent may look elsewhere for opportunities to work on cutting-edge technologies and creative solutions.
- Operational Risk: Ironically, a CTO too focused on infrastructure management may create operational risks over time. Without a focus on continuous improvement and innovation, legacy systems may become outdated, leaving the company vulnerable to security breaches, inefficiencies, and increased costs associated with maintaining outdated technology.
- Financial Instability: Relying on a traditional CTO model focused only on operational stability may result in inefficient spending on outdated technologies. Without a strategy for innovation, companies might invest heavily in maintaining legacy systems that drain resources, leading to higher long-term costs and reduced financial flexibility.
Financial constraints: The challenge of innovation in legal technology
While the need for CTOs to shift from operational management to strategic leadership is clear, the path to achieving this transformation often faces significant financial hurdles. For many small to mid-sized legal technology providers, the cost of innovation—and the time required to see returns on that investment—presents a serious challenge. Whether it’s upgrading critical infrastructure, developing cutting-edge products, or adopting new technologies such as AI and data analytics, the financial burden can be considerable.
For smaller firms, which often operate under tight budgets or within antiquated business models like limited liability partnerships (LLPs), the upfront costs of technology investments can be prohibitive. LLPs, in particular, are structured in ways that are neither capex nor opex-friendly, making it difficult for firms to justify technology expenditures without clear, immediate benefits. This conservative spending mindset can lead to a stagnation in innovation, leaving firms vulnerable to competitors that are more agile and willing to invest in forward-thinking solutions.
Corporations that rely on external investment often face similar issues. Investment and bank covenants can limit spending to only what fits within the narrow confines of short-term financial returns rather than allowing for visionary investments that may take years to deliver meaningful ROI. This can create a “rock and a hard place” scenario for legal technology providers: they know that embracing innovation is necessary for long-term survival, but they are restricted by financial models that favour short-term gains.
Balancing costs and innovation: A strategic approach
Legal technology providers need to find ways to balance the cost of innovation with the constraints of their financial models. One potential strategy is to work closely with the CFO and financial leaders to build a long-term technology roadmap that emphasises phased investments. By demonstrating the tangible ROI that innovations can bring—whether through improved client satisfaction, streamlined operations, or reduced risk over time—CTOs can make a more compelling case for budget allocations that prioritise future growth over immediate savings.
At the same time, CTOs should advocate for technologies that offer scalable, cost-effective solutions. Cloud-based platforms, for instance, can lower capital expenditure requirements and provide flexibility for future expansion without the need for large upfront investments. Understanding and navigating these financial realities is key to ensuring that legal technology companies remain competitive while avoiding the pitfalls of outdated infrastructure and underinvestment.
Unlocking the CTO’s full potential: A strategic, innovation-centred approach
To move beyond this outdated view of the CTO role, legal technology providers must begin to see their CTOs as not just technology managers but strategic leaders who can guide the company toward innovation and long-term growth.
- The CTO as a Visionary: An innovative CTO not only looks beyond the immediate operational needs but also works collaboratively with financial leadership to ensure that technology investments are aligned with business objectives. By focusing on technologies that balance cost and value, such as scalable cloud solutions or phased investments in AI, CTOs can drive innovation without compromising financial sustainability.
- CTOs in Product Lifecycle Management (PLM): One of the most strategic areas where the CTO’s influence should be felt is in Product Lifecycle Management (PLM). Rather than treating product development as a separate function from technology operations, an innovative CTO integrates PLM into the company’s core technological strategy. From ideation and prototyping to market deployment and continuous improvement, the CTO should lead efforts that ensure products are not only functional but innovative and adaptive to changing market needs. A CTO who actively engages in PLM ensures that products evolve in sync with technological advances, regulatory changes, and client expectations.
- Driving a Culture of Innovation: Perhaps most critically, a CTO must act as a catalyst for innovation within the organisation. This attribute goes beyond introducing new technologies—it involves fostering a culture where experimentation is encouraged, cross-functional collaboration is the norm, and continuous improvement is part of the company’s DNA. In legal technology, where processes are often rigid and slow to evolve, this cultural shift is essential to unlocking new efficiencies, improving client outcomes, and remaining competitive.
Challenging the idea of ‘just keeping the lights on’
For some legal technology service providers, the temptation may be to leave well enough alone—if systems are working smoothly and clients are satisfied, why push for more? However, complacency is not an option in an industry where technological advancements and client expectations are evolving at breakneck speed.
CTOs who focus only on infrastructure management may be keeping the lights on, but they’re also keeping the company in the dark when it comes to innovation. As competitors embrace new technologies, refine their offerings, and streamline their operations, legal technology providers with static CTOs risk being left behind, unable to keep pace with the demands of a tech-driven legal marketplace.
Moving from operational to strategic: How to rethink the CTO role
Legal technology providers must recognise that the true value of their CTO lies not just in operational competence but in strategic insight. Companies that embrace this shift will be better positioned to capitalise on emerging trends and technologies, from cloud-based systems to artificial intelligence and advanced data analytics. The CTO can and should be at the forefront of these innovations, driving the company’s technological strategy and ensuring that infrastructure management is only the foundation, not the end goal.
The imperative to challenge the status quo
As the legal technology industry continues to evolve, so must the CTO’s role. Clinging to the traditional view of the CTO as an infrastructure manager is a risk that forward-thinking companies cannot afford to take. However, it’s also critical to recognise the financial hurdles that many providers face in pursuing innovation.
Empowering CTOs to take on more strategic, innovation-focused roles while aligning investments with long-term business goals can ensure sustainable growth. Challenging the status quo is not easy, but for legal technology providers willing to rethink the role of the CTO, the rewards can be transformative. Now is the time to ask the critical question: Is your CTO leading innovation or just keeping the lights on? The future of legal technology depends on the answer.
Read the complete article at Breaking the Status Quo: Why Legal Technology Providers Must Rethink the CTO Role (complexdiscovery.com).
This content has been produced in collaboration with a partner organisation through our Global Visibility Programme. Our programme helps companies and organisations boost their digital presence and strengthen the thought leadership of their experts. Find out more here.
