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Why Legal Teams Should Lead CLM Implementation (Not IT)

Contract lifecycle management is fundamentally a legal process, not a technology project. Here's why legal teams should drive CLM initiatives for better adoption and results.

Published on AccordFlow Blog

Many organizations approach CLM implementation as a technology project, handing it off to IT departments to "figure out the requirements." This approach consistently leads to poor adoption, workflow mismatches, and expensive do-overs. The most successful CLM implementations are led by legal teams who understand the nuances of contract processes.

The IT-Led Implementation Problem

When IT leads CLM selection and implementation, several predictable issues emerge:

Common IT-Led Failures:

  • Technology-first thinking: Focus on features rather than workflow fit
  • Vendor bias: Preference for existing enterprise vendors regardless of contract-specific needs
  • Over-engineering: Complex implementations that overwhelm legal teams
  • Poor change management: Minimal input from actual contract users
  • Integration complexity: Unnecessary technical integrations that add cost and delay

Why Legal Should Lead: Domain Expertise

Legal teams bring irreplaceable domain knowledge that IT cannot replicate:

Understanding Contract Complexity

Legal teams know that not all contracts are the same. A $5K software license requires different workflow than a $5M enterprise deal. They understand when standardization helps versus when flexibility is crucial.

Risk Management Priorities

Legal understands which contract changes represent actual risk versus cosmetic preferences. This knowledge is essential for designing approval workflows that maintain compliance without creating bottlenecks.

Stakeholder Dynamics

Legal teams work daily with sales, procurement, finance, and external parties. They understand the political and practical challenges of changing contract workflows across multiple stakeholders.

The Legal-Led Implementation Advantage

Legal-Led Success Factors:

  • Process-first design: Technology serves workflow, not vice versa
  • User adoption focus: Change management built into planning
  • Practical complexity: Sophisticated where needed, simple where possible
  • Stakeholder buy-in: Legal can navigate organizational politics
  • Compliance integration: Regulatory requirements built in from day one

How Legal Should Partner with IT

This doesn't mean IT should be excluded—successful implementations require legal-IT partnership with clear roles:

Legal Team Responsibilities

  • Define workflow requirements and business rules
  • Lead vendor evaluation and selection
  • Design approval processes and user roles
  • Manage change management and training
  • Own ongoing process optimization

IT Team Responsibilities

  • Evaluate technical architecture and security
  • Handle system integrations and data migration
  • Provide infrastructure and access management
  • Support ongoing technical maintenance
  • Ensure compliance with enterprise standards

Building Your Legal-Led Implementation Plan

Phase 1: Requirements Gathering (Legal-Led)

  1. Map current contract workflows end-to-end
  2. Identify pain points and bottlenecks
  3. Define success metrics and business objectives
  4. Gather input from all contract stakeholders
  5. Prioritize must-have versus nice-to-have features

Phase 2: Vendor Selection (Legal-Led, IT-Supported)

  1. Create RFP based on workflow requirements
  2. Evaluate vendors on process fit, not just features
  3. Conduct pilot tests with real contracts
  4. Get IT security and architecture review
  5. Negotiate contract terms and implementation timeline

Phase 3: Implementation (Collaborative)

  1. Configure workflows and approval processes (Legal)
  2. Set up integrations and data migration (IT)
  3. Create training materials and documentation (Legal)
  4. Conduct user acceptance testing (Legal + Stakeholders)
  5. Plan phased rollout and communication (Legal)

Overcoming Common Objections

"Legal doesn't have the technical expertise"

Response: Modern CLM platforms are designed for business users, not developers. Legal teams need to understand workflows, not write code. Technical expertise comes from vendor implementation teams and IT support.

"Legal is too busy with day-to-day work"

Response: CLM implementation is a strategic investment that reduces future workload. Spending time upfront to design proper workflows saves months of inefficiency later.

"IT should standardize on enterprise platforms"

Response: Contract management has unique requirements that generic enterprise platforms can't address. The cost of force-fitting contracts into inappropriate systems far exceeds purpose-built solutions.

Success Metrics for Legal-Led Implementation

Track these metrics to demonstrate the value of legal leadership:

  • User adoption rate: Percentage of contracts processed through new system
  • Cycle time reduction: Average days from contract draft to signature
  • Process compliance: Adherence to approval workflows and risk standards
  • Stakeholder satisfaction: Feedback from sales, procurement, and customers
  • Risk reduction: Decreased contract errors and compliance issues

Ready to Lead Your CLM Implementation?

AccordFlow is designed for legal teams to lead implementation without technical complexity. See how other legal teams have successfully driven CLM initiatives.

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