Building a digitalisation roadmap in conveyancing firms

There are many readily available platforms and tools to support you and your team at every stage of an end-to-end property transaction.

From case management systems and client onboarding portals, to anti-money laundering (AML) security systems with multi-function document (MFD) readers to check identities, and point solutions products to help with transactions tasks – we’re spoilt for choice. Some law firms may even be working with IT teams to build bespoke products that are tailored to their needs.

But making these changes can feel scary – and it’s a big barrier to digitalisation across the industry. People are overwhelmed by the scale of everything they think they need to change.

So, where should you begin?

Building your roadmap

The key to effective digital transformation is understanding where you are today – and where you want to be.

Each firm has its own DNA. You need have a clear sense of what kind of operating model you want to build for your law firm. You also need a deep understanding of your client base and their expectations around service delivery. This will help identify the scope of your digitalisation journey and requirements. Defining a strong strategy is an essential element in getting started.

Go back to basics – talk to your people. Understand your introducers’ and your clients’ frustrations. Throughout the process, remember that delivering an exceptional client service with a seamless journey should always be a core purpose.

Map everything out. What is the vision, the strategy, your budget, the investment, your resources? What are the firm’s goals and objectives? What role will digitalisation play in achieving them?

Transformation is never going to work as a ‘big bang’. It’s got to be work in progress. Build out a phased delivery programme and make sure you’ve got the right resources to deliver it.

That means considering everything from tools and training to client communications and managing the technology rollout. If you don’t view things holistically, the danger is you’ll make one part of your process very efficient – but neglect the rest.

Be patient. Identify your quick wins, what you can start with, and how you can build on that. You might begin by investigating your team’s administrative burdens and working out how to reduce them, allowing you then to review and tackle the bigger process challenges.

Look at your current systems and evaluate where you can get additional value. Can you embed automation or artificial intelligence (AI)? Can you integrate them with other tools to enhance workflows and process, or adopt a seamless way of working?

When considering digitalization, it would be prudent to undertake a review of the current technology stack to understand the capabilities and identify the gaps. This will help you work out if transformation development is possible or if existing products have to be upgraded to meet new requirements. Your IT team should be involved in projects to help identify solutions and guide you through the technical aspects.

You won’t succeed if you’ve got a brilliant delivery plan, but don’t have the technological support to deliver it. If you’re at a smaller firm, you should consider consultancy support, particularly as IT help might not be available to you in the same way as it is in larger firms and volume conveyancers.

Nisha Morjaria speaking at the Law Society property conference in 2025.

Choosing the right technology for your property firm

Selecting the right tech tools and ensuring your needs are met is crucial.

Set your budget and create supplier selection criteria which assess product benefits and the product’s longevity and relevance beyond an initial 12 months. Technology advances quickly in today’s world so you want to ensure the product will continually develop with the latest functions and features.

Look at the credible options out there. Think about the software development roadmap. Do their teams offer training to your workforce? Can they tailor the product to your firm’s specific requirements?

Then, make sure you tick off everything off your due diligence checklist. Get your compliance team involved, speak to your regulator, and talk to your professional indemnity (PI) insurer, where applicable.

While you’re deciding which tools you’ll use, and in what contexts, it’s also important to set boundaries around which platforms can’t be used.

If you’re using AI, your teams shouldn’t use public-facing tools – they may train their models using your data, and this could lead to a breach. Have policies that explain your approach to your team – and why it matters.

Winning hearts and minds

Leaders who prioritise innovation may face cultural resistance or change fatigue from people within their firm.

Some lawyers and support staff prefer traditional methods – they may be used to them or fear losing control or risking accuracy. Others might have limited digital skills. They might be scared they’ll lose their jobs.

Without strong leadership and digital champions, adopting change is going to fail at the pilot stage.

Before you start anything, work to understand the root cause of that resistance. A staff engagement piece should form part of your digitalisation roadmap.

No matter what size business you’re in, you must explain your vision and empower the staff to be involved in the journey with you. You can create an inclusive culture from the outset. Have key members involved in the projects – for example, reporting on user and client feedback to product demonstrations so that your team can better understand their experiences.

Keeping teams engaged and communicated will take them on the change journey – and they will become your biggest champions when they see the benefits.

What’s important is communicating ‘why’ you’re making these changes – for faster transactions, better client experience, less admin, and more time for lawyers to focus on tasks that require legal technical expertise.

If you’re part of a medium to large business – align your incentives and recognition to reinforce the adoption of your digital journey. How can you relate your roadmap back to KPIs and career progression?

A final word

When you implement new tools, don’t let the knowledge within your organisation deteriorate. Your lawyers still need to know what a leasehold covenant is and how to do a lease extension because ultimately your business is client facing, and you must be able to communicate everything to your clients.

That means you need to keep lawyers engaged and offer the support, training and incentives that they need to evolve.

Likewise, remember that innovation isn’t something that you can ‘check off your list’. It has to be a continual cycle of change and transformation. So, don’t stand still: keep revising your approach.