Transforming tradition: the legal sector’s journey to innovating the workplace

The legal industry is on the brink of a significant evolution as firms are increasingly acknowledging the need to modernise their workplaces to stay competitive. Legal firms are starting to renegotiate space to better support collaborative work, forgoing traditional hierarchical office layouts.

This steady transformation was the centre of discussion at a legal roundtable event held at Burges Salmon’s new London offices on 18 November 2024, marking the launch of WORKTECH London’s special edition three-day event.

The legal roundtable at Burges Salmon. Left to right: Simon Ryan (Cameron McKenna), Audrey Cowen (Burges Salmon), Michelle Marwood (NRF), Corneilius Medvei (UnWork), David Crew (Hogan Lovells), Will Mellor (Burges Salmon), Kasia Maynard (WORKTECH Academy).

The session brought together leaders in legal workplace real estate to explore how the industry can innovate by looking within its own ranks. Moderated by Coneilius Medvei, advisor to UnWork, and Kasia Maynard, head of research at WORKTECH Academy, the discussion shed light on a sector steeped in tradition yet cautiously embracing change.

Innovation through benchmarking

The legal sector, characterised by its hierarchical structures and assigned seating, has traditionally been conservative in adopting workplace innovation. However, as David Crew, head of real estate at Hogan Lovells International noted, while law firms may not be early adopters, they excel as fast followers. The path to change is often paved by observing peers – successful transformations in one firm inspire others to follow suit.

David Crew emphasised the need for workplaces to reflect the firm’s brand and provide an experience tailored to the unique demands of lawyers. He noted that the retention of talent is paramount, and the workplace plays a critical role in achieving this. Yet, the journey toward change is often met with resistance, requiring careful change management and ongoing dialogue.

One of the key challenges the sector faces is the adoption of open-plan environments and flexible working arrangements. Simon Ryan, head of premises at Cameron McKenna, highlighted the importance of designing spaces that balance collaboration with privacy, commenting that ‘open-plan setups often don’t work for lawyers. Confidentiality is key, and building enough private spaces is essential.’ As more law firms turn to open-plan environments, this process will require buy-in from every level to ensure its success.

Storytelling through data

Panellists also explored the integration of digital tools in the workplace. While the legal industry has access to a wealth of data, its practical application remains a challenge.

‘Data should drive decisions, but it must be simplified and made accessible,’ stated Will Mellor, technical consultant at Burges Salmon. Tools like Metrikus enable firms to analyse air quality, occupancy rates and space utilisation data, in dashboards that can be used to build a clear narrative that resonates with stakeholders.

‘Lawyers are not convinced by data alone…’

However, lawyers are not convinced by data alone, according to Michelle Marwood, EMEA real estate director at Norton Rose Fulbright. What persuades them is evidence-based storytelling and seeing successful applications elsewhere. This sentiment resonated throughout the panel, highlighting the industry’s reliance on proven outcomes rather than experimental approaches.

A local global approach

The roundtable emphasised the importance of local customisation in global portfolios. Offices in different countries have distinct requirements and cultural preferences, making a one-size-fits-all approach impractical for many global law firms.

Marwood shared insights from Norton Rose Fulbright’s experiences, noting the challenges of implementing change in traditional markets like Germany versus the more progressive approach seen in Amsterdam. She commented that ‘each office should reflect its local flavour while aligning with the firm’s broader brand.’

Crew added that the workplace should enhance, not disrupt, the firm’s culture. However, panellists agreed that a firm’s culture must sometimes evolve alongside the workplace.

The road ahead

As the legal industry navigates its workplace transformation journey, the panellists emphasised the need for patience, adaptability, and collaboration. ‘Change management is a big part of the story, but we shouldn’t be afraid to say if a change hasn’t worked,’ Crew concluded.

The insights shared at this roundtable highlight the legal sector’s cautious yet willing approach to innovation. By looking to peers for inspiration and grounding decisions in evidence-based narratives, law firms are finding ways to modernise their workplaces while preserving their unique cultures and operational needs. The journey may be slow, but the destination promises a more dynamic and responsive legal workplace.