As we barrel toward 2025, the legal industry finds itself, once again, at a crossroads. Many see it and acknowledge it openly—others are comfortable kicking the can down the road for one more year.
While client experience (CX) has become a cornerstone of success in every other sector, law firms continue to grapple with finding space for it in the firm’s already full initiative agenda. This reluctance isn't just a minor setback—it's a potential crisis waiting to unfold. For Chief Marketing Officers, business development leaders, and growth specialists in law firms, understanding these challenges is crucial to staying competitive in an evolving market.
Let's dive into the top 10 reasons why law firms will struggle to harness the differentiating power of CX in 2025, and what it means for your firm's future.
Many law firms are falling into a dangerous assumption that the high-quality legal services they provide automatically translate to an excellent client experience. This couldn't be further from the truth. While your attorneys may be top-notch in their field, the client's journey encompasses much more than just the legal advice they receive.
Services and experiences are two distinct entities. Your firm might win new clients and nearly as many cases, but if clients find your onboarding bumpy, your responsiveness and turn-around times latent, your invoicing and billing opaque, your communication lacking, or your processes cumbersome, their overall experience suffers—and they take note! In 2025, firms that fail to distinguish between service quality and client experience will find themselves losing ground to more client-centric competitors.
Conduct a simple survey asking clients to rate both the quality of legal services received and their overall experience with the firm separately. This will reveal key gaps, highlight any discrepancies, and show areas for improvement.
Law firms, like any business, need to see proven results and a clear return on investment (ROI). The problem is, most firms in the legal industry haven't prioritized client experience, so there are few solid examples to follow. Even those who do focus on CX often struggle to measure its ROI accurately.
While hard data on law firm CX ROI is scarce, studies in other industries consistently show that companies excelling in customer experience outperform their peers. For instance, Watermark Consulting found that CX leaders outperformed the market, generating a total return 45 percentage points higher than the S&P 500 index over an 11-year period. Law firms in 2025 that demand immediate, quantifiable ROI before investing in CX will miss out on long-term benefits like increased client retention, positive word-of-mouth, and a stronger differentiation and competitive position.
Start tracking a simple revised CX metric like Client Effort Score along with your existing NPS alongside other key business metrics. This will help establish correlations between improved client experience and business outcomes over time.
As we hurtle towards 2025, Artificial Intelligence is becoming an integral part of CX strategies across industries. However, law firms are notoriously cautious when it comes to new technologies, especially those that handle sensitive client information.
While AI can dramatically enhance client experiences through personalized services, faster response times, and predictive analytics, many law firms will struggle to implement these tools securely and effectively. The fear of data breaches or ethical missteps will hold many firms back, potentially leaving them trailing behind more tech-savvy competitors. Again, savvy firms have figured this out and found ways to contain AI to keep it secure and ethical.
Implement a secure, small-scale AI chatbot on your website to handle initial client inquiries. This can improve response times without compromising sensitive information, and help your firm get comfortable with AI technology.
There's a pervasive misconception in the legal industry that simply gathering client feedback is a comprehensive CX strategy. This oversimplification will continue to hamper progress in 2025. Client feedback, according to our research, is only 15 percent of the holistic CX opportunity field. The other 85 percent includes strategy, metrics, CX governance, culture embedment, journey mapping, buyer’s journey strategies, training, and differentiated experience design—most law firms ignore this 85 percent in most cases.
While feedback is crucial, it's just one piece of the CX puzzle. Firms that rely solely on annual client surveys without acting on the insights, mapping client journeys, or redesigning touchpoints will find themselves with a wealth of data but little tangible improvement in client satisfaction and retention—which leads to the predictable waning of ROI in legal.
Implement a "You Said, We Did" communication strategy. After each feedback round, share with clients the changes you've made based on their input. This closes the feedback loop and demonstrates your commitment to improving their experience. It also sends the message that you’re effective at listening.
In an industry where time quite literally equals money, many law firms balk at the perceived time investment required for CX initiatives. The misconception that CX demands excessive billable hours from lawyers will continue to be a significant hurdle in 2025. The reality is that modern approaches to CX factor the time value of lawyers and firm professionals and find constructive ways to get more data from fewer firm professionals in less time.
Forward-thinking firms understand that time invested in CX pays dividends in efficiency, client retention, and new business generation. Those stuck in the billable hour mindset will struggle to compete with firms offering a more holistic, satisfying client journey.
Start with a small, time-boxed CX initiative. For example, dedicate just 15 minutes in team meetings to discuss one CX aspect and brainstorm improvements. That may be simply asking, “what is one common client interaction that could be improved?” This demonstrates that effective CX doesn't have to be time-consuming. It’s an easy way to dip your toe into CX in a way that has impact.
Despite evidence to the contrary, many law firms still view CX as a costly endeavor with uncertain returns. This perception will continue to be a major stumbling block in 2025. The reality is that the costs for significant CX management programs have fallen significantly now that CX transformation experts have a wealth of cross-industry experience that can be readily applied to firms in this market. As leaders in this space, we can confidently say that our costs have decreased due to the efficiencies we’ve created over the past 20 years. Our tools have matured, and the time it takes our professionals to create CX impact keeps decreasing.
The reality is that many impactful CX improvements—like streamlining communication processes or training staff in empathy—require minimal financial investment. Firms recognizing the cost-effective nature of many CX initiatives will leap ahead, while those paralyzed by perceived high costs will stagnate.
Implement a no-cost "Client Experience Champion" program where team members volunteer to gather and share CX best practices. This cultivates a client-centric culture without significant financial outlay.
Client journey mapping is a cornerstone of effective CX strategy, yet many law firms remain skeptical of its value. This reluctance to visualize and analyze the entire client experience will hinder tremendous progress in 2025. Leading to this misconception is the volume of bad client journey mapping out there. It’s no wonder that firms do not see the value of it. The answer is outcome-oriented journeys—starting from the end by defining what needs to be learned and engineering the mapping process to guarantee outcome impact is the key.
Mapping the customer journey allows you to gain a comprehensive understanding of every touchpoint and interaction a client has with your business. By doing so, you can effectively redesign the navigation system on your website to guide potential ideal clients seamlessly toward your business. This ensures that when they interact with your business, they have a positive and satisfying experience, prompting them to refer others to your business.
Firms like Seyfarth Shaw have embraced journey mapping to great effect, using it to identify pain points and opportunities for improvement across the client lifecycle. Those who dismiss journey mapping as ineffective will miss crucial insights that could drive client satisfaction and loyalty. What's the experience like at your law firm for the people who matter most - your clients? Isn't it time you asked them?
Start small by mapping out the onboarding aspect of one client journey for one specific service or practice area. This focused approach can quickly demonstrate the value of journey mapping without overwhelming resources.
As CX becomes increasingly data-driven, law firms will grapple with how to collect, analyze, and act on client data effectively while maintaining strict confidentiality and compliance standards.
Firms that successfully navigate this challenge will gain a significant competitive edge, using data insights to personalize services and anticipate client needs. However, many will struggle with the technical and ethical considerations, potentially missing out on the benefits of data-driven CX. Key: when your firm is embracing CX strategy techniques like outcome-oriented journey mapping and leveraging the wealth of data from it, you will have quickly moved to the front of the pack.
Begin by analyzing existing data you already collect, such as billing information or case management system data. Look for patterns that could inform CX improvements without collecting any new, potentially sensitive information.
Perhaps the most significant obstacle to CX implementation in law firms is cultural resistance. The legal industry's traditional, risk-averse culture often clashes with the innovative, client-centric approach required for effective CX. We see this all the time. When the basic tenets of CX (e.g., emotional intelligence, empathy, sales-as-an-act-of-service) are mentioned or brought into the client experience management conversation, they spark firm “allergies.”
Firms that successfully foster a culture of client-centricity will thrive in 2025. However, many will struggle to shift ingrained attitudes and behaviors, particularly among senior partners who may be significantly more resistant to change. However, ask the younger partners and associates (as we have); the attitudes are starkly different.
Introduce a "Client Perspective Challenge" where team members spend a day experiencing the firm from a client's point of view. This eye-opening exercise can spark empathy and drive cultural change.
As CX becomes more sophisticated, the need for specialized talent in areas like experience design, data analytics, and digital transformation will grow. Law firms, traditionally focused on legal expertise, may find themselves ill-equipped to attract and retain this new breed of talent.
Innovative firms will create hybrid roles that blend legal knowledge with CX expertise. However, many will struggle to define these new positions and integrate them into their existing structures, potentially falling behind in the CX race.
Partner with a local university to offer internships that combine legal studies with CX-related fields. This can bring fresh perspectives into your firm and help build a pipeline of hybrid talent.
While these challenges may seem daunting, they also represent immense opportunities for law firms willing to embrace change. By recognizing these potential stumbling blocks, forward-thinking CMOs, business development leaders, and growth specialists can position their firms at the forefront of client experience in the legal industry.
Take a cue from success stories like Troutman Pepper or Seyfarth Shaw, which has made significant strides in CX through dedicated leadership and a firm-wide commitment to client-centricity. Their example proves that with the right approach, law firms can overcome these challenges and reap the rewards of superior client experience.
As we move towards 2025, the firms that will thrive are those that view CX not as a cost center but as a strategic differentiator. They'll be the ones who understand that in an increasingly competitive legal landscape, the experience you provide can be just as important as the legal services you deliver, and the client experience data you collect will become as valuable to the firm as the fees you collect.
The question is: Will your firm rise to the challenge or risk being left behind? The future of legal CX is being written right now. Make sure your firm is contributing to the story.
As we barrel toward 2025, the legal industry finds itself, once again, at a crossroads. Many see it and acknowledge it openly—others are comfortable kicking the can down the road for one more year.
While client experience (CX) has become a cornerstone of success in every other sector, law firms continue to grapple with finding space for it in the firm’s already full initiative agenda. This reluctance isn't just a minor setback—it's a potential crisis waiting to unfold. For Chief Marketing Officers, business development leaders, and growth specialists in law firms, understanding these challenges is crucial to staying competitive in an evolving market.
Let's dive into the top 10 reasons why law firms will struggle to harness the differentiating power of CX in 2025, and what it means for your firm's future.
Many law firms are falling into a dangerous assumption that the high-quality legal services they provide automatically translate to an excellent client experience. This couldn't be further from the truth. While your attorneys may be top-notch in their field, the client's journey encompasses much more than just the legal advice they receive.
Services and experiences are two distinct entities. Your firm might win new clients and nearly as many cases, but if clients find your onboarding bumpy, your responsiveness and turn-around times latent, your invoicing and billing opaque, your communication lacking, or your processes cumbersome, their overall experience suffers—and they take note! In 2025, firms that fail to distinguish between service quality and client experience will find themselves losing ground to more client-centric competitors.
Conduct a simple survey asking clients to rate both the quality of legal services received and their overall experience with the firm separately. This will reveal key gaps, highlight any discrepancies, and show areas for improvement.
Law firms, like any business, need to see proven results and a clear return on investment (ROI). The problem is, most firms in the legal industry haven't prioritized client experience, so there are few solid examples to follow. Even those who do focus on CX often struggle to measure its ROI accurately.
While hard data on law firm CX ROI is scarce, studies in other industries consistently show that companies excelling in customer experience outperform their peers. For instance, Watermark Consulting found that CX leaders outperformed the market, generating a total return 45 percentage points higher than the S&P 500 index over an 11-year period. Law firms in 2025 that demand immediate, quantifiable ROI before investing in CX will miss out on long-term benefits like increased client retention, positive word-of-mouth, and a stronger differentiation and competitive position.
Start tracking a simple revised CX metric like Client Effort Score along with your existing NPS alongside other key business metrics. This will help establish correlations between improved client experience and business outcomes over time.
As we hurtle towards 2025, Artificial Intelligence is becoming an integral part of CX strategies across industries. However, law firms are notoriously cautious when it comes to new technologies, especially those that handle sensitive client information.
While AI can dramatically enhance client experiences through personalized services, faster response times, and predictive analytics, many law firms will struggle to implement these tools securely and effectively. The fear of data breaches or ethical missteps will hold many firms back, potentially leaving them trailing behind more tech-savvy competitors. Again, savvy firms have figured this out and found ways to contain AI to keep it secure and ethical.
Implement a secure, small-scale AI chatbot on your website to handle initial client inquiries. This can improve response times without compromising sensitive information, and help your firm get comfortable with AI technology.
There's a pervasive misconception in the legal industry that simply gathering client feedback is a comprehensive CX strategy. This oversimplification will continue to hamper progress in 2025. Client feedback, according to our research, is only 15 percent of the holistic CX opportunity field. The other 85 percent includes strategy, metrics, CX governance, culture embedment, journey mapping, buyer’s journey strategies, training, and differentiated experience design—most law firms ignore this 85 percent in most cases.
While feedback is crucial, it's just one piece of the CX puzzle. Firms that rely solely on annual client surveys without acting on the insights, mapping client journeys, or redesigning touchpoints will find themselves with a wealth of data but little tangible improvement in client satisfaction and retention—which leads to the predictable waning of ROI in legal.
Implement a "You Said, We Did" communication strategy. After each feedback round, share with clients the changes you've made based on their input. This closes the feedback loop and demonstrates your commitment to improving their experience. It also sends the message that you’re effective at listening.
In an industry where time quite literally equals money, many law firms balk at the perceived time investment required for CX initiatives. The misconception that CX demands excessive billable hours from lawyers will continue to be a significant hurdle in 2025. The reality is that modern approaches to CX factor the time value of lawyers and firm professionals and find constructive ways to get more data from fewer firm professionals in less time.
Forward-thinking firms understand that time invested in CX pays dividends in efficiency, client retention, and new business generation. Those stuck in the billable hour mindset will struggle to compete with firms offering a more holistic, satisfying client journey.
Start with a small, time-boxed CX initiative. For example, dedicate just 15 minutes in team meetings to discuss one CX aspect and brainstorm improvements. That may be simply asking, “what is one common client interaction that could be improved?” This demonstrates that effective CX doesn't have to be time-consuming. It’s an easy way to dip your toe into CX in a way that has impact.
Despite evidence to the contrary, many law firms still view CX as a costly endeavor with uncertain returns. This perception will continue to be a major stumbling block in 2025. The reality is that the costs for significant CX management programs have fallen significantly now that CX transformation experts have a wealth of cross-industry experience that can be readily applied to firms in this market. As leaders in this space, we can confidently say that our costs have decreased due to the efficiencies we’ve created over the past 20 years. Our tools have matured, and the time it takes our professionals to create CX impact keeps decreasing.
The reality is that many impactful CX improvements—like streamlining communication processes or training staff in empathy—require minimal financial investment. Firms recognizing the cost-effective nature of many CX initiatives will leap ahead, while those paralyzed by perceived high costs will stagnate.
Implement a no-cost "Client Experience Champion" program where team members volunteer to gather and share CX best practices. This cultivates a client-centric culture without significant financial outlay.
Client journey mapping is a cornerstone of effective CX strategy, yet many law firms remain skeptical of its value. This reluctance to visualize and analyze the entire client experience will hinder tremendous progress in 2025. Leading to this misconception is the volume of bad client journey mapping out there. It’s no wonder that firms do not see the value of it. The answer is outcome-oriented journeys—starting from the end by defining what needs to be learned and engineering the mapping process to guarantee outcome impact is the key.
Mapping the customer journey allows you to gain a comprehensive understanding of every touchpoint and interaction a client has with your business. By doing so, you can effectively redesign the navigation system on your website to guide potential ideal clients seamlessly toward your business. This ensures that when they interact with your business, they have a positive and satisfying experience, prompting them to refer others to your business.
Firms like Seyfarth Shaw have embraced journey mapping to great effect, using it to identify pain points and opportunities for improvement across the client lifecycle. Those who dismiss journey mapping as ineffective will miss crucial insights that could drive client satisfaction and loyalty. What's the experience like at your law firm for the people who matter most - your clients? Isn't it time you asked them?
Start small by mapping out the onboarding aspect of one client journey for one specific service or practice area. This focused approach can quickly demonstrate the value of journey mapping without overwhelming resources.
As CX becomes increasingly data-driven, law firms will grapple with how to collect, analyze, and act on client data effectively while maintaining strict confidentiality and compliance standards.
Firms that successfully navigate this challenge will gain a significant competitive edge, using data insights to personalize services and anticipate client needs. However, many will struggle with the technical and ethical considerations, potentially missing out on the benefits of data-driven CX. Key: when your firm is embracing CX strategy techniques like outcome-oriented journey mapping and leveraging the wealth of data from it, you will have quickly moved to the front of the pack.
Begin by analyzing existing data you already collect, such as billing information or case management system data. Look for patterns that could inform CX improvements without collecting any new, potentially sensitive information.
Perhaps the most significant obstacle to CX implementation in law firms is cultural resistance. The legal industry's traditional, risk-averse culture often clashes with the innovative, client-centric approach required for effective CX. We see this all the time. When the basic tenets of CX (e.g., emotional intelligence, empathy, sales-as-an-act-of-service) are mentioned or brought into the client experience management conversation, they spark firm “allergies.”
Firms that successfully foster a culture of client-centricity will thrive in 2025. However, many will struggle to shift ingrained attitudes and behaviors, particularly among senior partners who may be significantly more resistant to change. However, ask the younger partners and associates (as we have); the attitudes are starkly different.
Introduce a "Client Perspective Challenge" where team members spend a day experiencing the firm from a client's point of view. This eye-opening exercise can spark empathy and drive cultural change.
As CX becomes more sophisticated, the need for specialized talent in areas like experience design, data analytics, and digital transformation will grow. Law firms, traditionally focused on legal expertise, may find themselves ill-equipped to attract and retain this new breed of talent.
Innovative firms will create hybrid roles that blend legal knowledge with CX expertise. However, many will struggle to define these new positions and integrate them into their existing structures, potentially falling behind in the CX race.
Partner with a local university to offer internships that combine legal studies with CX-related fields. This can bring fresh perspectives into your firm and help build a pipeline of hybrid talent.
While these challenges may seem daunting, they also represent immense opportunities for law firms willing to embrace change. By recognizing these potential stumbling blocks, forward-thinking CMOs, business development leaders, and growth specialists can position their firms at the forefront of client experience in the legal industry.
Take a cue from success stories like Troutman Pepper or Seyfarth Shaw, which has made significant strides in CX through dedicated leadership and a firm-wide commitment to client-centricity. Their example proves that with the right approach, law firms can overcome these challenges and reap the rewards of superior client experience.
As we move towards 2025, the firms that will thrive are those that view CX not as a cost center but as a strategic differentiator. They'll be the ones who understand that in an increasingly competitive legal landscape, the experience you provide can be just as important as the legal services you deliver, and the client experience data you collect will become as valuable to the firm as the fees you collect.
The question is: Will your firm rise to the challenge or risk being left behind? The future of legal CX is being written right now. Make sure your firm is contributing to the story.
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