Closing the Integration Gap: Why 60% of UK Law Firms Are Modernising Their Systems
A familiar scenario for busy law firms
Walk through any mid‑sized law firm in the UK and you will see an impressive array of systems, from document management and time recording to client relationship management and e‑billing. These tools were acquired over years to solve specific problems, and many still work well in isolation. Yet when a partner asks for a complete picture of a matter or the finance team needs to prepare reports at short notice, those systems rarely talk to each other. Lawyers routinely switch between applications, copy‑and‑paste data and chase colleagues for updates. It is frustrating, time‑consuming and prone to error – and everyone knows it. Recent surveys suggest the majority of UK firms are now determined to address this issue; around 60 % of firms plan to modernise their systems in the next year[1]. The question is why, and what will really change when they do.
Patchwork systems are holding firms back
Many firms have become used to living with fragmented technology. According to the Quiss Technology report on UK legal IT, 59 % of firms admit they face a “platform integration crisis”, which manifests as manual data entry, poor data quality and an inability to combine information across matters[1]. These issues are not just inconvenient – they undermine the business. Disconnected databases create “data silos” that hinder collaboration, limit data visibility and impede automation[2]. A recent research paper on data‑driven legal workflows found that 76 % of organisations say data silos hinder cross‑departmental exchange and 74 % see this as a competitive disadvantage[2]. Employees are also wasting time: the same paper reports that staff lose 12 hours a week searching for data stuck in silos[2]. When combined with the pressure to bill more hours and deliver better service, these inefficiencies contribute to lawyer stress and burnout. Workday notes that lawyers cite fragmented systems and clunky processes as a key factor in mental‑health struggles[3]. The uncomfortable truth is that sticking with a patchwork of applications is no longer tenable. It slows decision‑making, increases risk and erodes profitability.
Why fragmentation hurts and integration helps
From duplicate data to lost opportunities
Fragmented systems tend to duplicate information. When a matter is opened, client details might be captured in the practice management system but manually re‑entered into the document management system and again in a billing tool. Each re‑keying introduces the risk of errors, and when the client’s address changes one record may be updated while others are missed. The Quiss report points out that manual data entry and poor data quality are direct consequences of integration issues[1]. Poor data quality then feeds into reports, jeopardising billing accuracy and regulatory compliance.
Data silos obscure the big picture
Even when the data is accurate, disconnected systems make it hard to see patterns. In the Lineal report, legal‑technology experts emphasise that data scattered across departments and systems makes it difficult to get a holistic view of risks and opportunities[2]. Without unified data, analytics tools cannot identify trends such as which clients generate the most profitable matters or where bottlenecks occur. Decision‑makers fly blind, relying on anecdote rather than evidence. Forvis Mazars' benchmarking research echoes this: firms that use AI and integrated data for resource planning outperform peers, while data silos hinder real‑time decision‑making[4].
Hidden costs and human burnout
Inefficient technology has a human cost. Lawyers and support staff waste hours each week logging into multiple systems and copying information. The Lineal study notes that employees lose 12 hours every week chasing down data[2]. The Workday blog ties this back to wellbeing, arguing that fragmented workflows contribute to burnout, while integrated tools help lawyers focus on high‑value tasks[3]. The cost of this inefficiency is amplified by the competitive legal marketplace; losing productive hours directly impacts utilisation rates and profits.
A barrier to AI and modernisation
The rush to adopt artificial intelligence has exposed another weakness in fragmented tech stacks. A recent panel of general counsel observed that 80 % of organisations have experimented with generative AI, but only 5 % have moved beyond pilots[5]. One reason: only 24 % of UK law firms have a formal AI strategy[6]. AI tools depend on access to clean, well‑structured data; when information is siloed across multiple applications, the algorithms cannot deliver meaningful insights. The Lineal report notes that data silos impede automation and AI because algorithms require consolidated data to learn and provide valuable output[2]. In other words, integration is a prerequisite for the successful adoption of AI, machine learning and analytics.
Why integrated platforms are different
Integrated platforms address these issues by connecting disparate workflows and data sources. Instead of running separate systems for case management, document creation, time recording and finance, an integrated platform acts as a legal operating system that shares a common data model. Client information, matter details, billing entries and documents reside in one system or are synchronised through open APIs. The Workday article highlights how such unified technology reduces context switching, improves agility and gives firms real‑time insights[7]. The same platform can be configured to trigger workflows – for example, automatically generating engagement letters when a new matter is opened or prompting lawyers to complete conflict checks. Because all data is centralised, reporting becomes straightforward and firms can see the whole picture.
Integrated systems also create the foundation for automation and AI. When data flows seamlessly across modules, firms can deploy tools like document‑generation bots or predictive analytics that draw on matter, client and financial information. For instance, the Lineal report describes how consolidating data enables AI tools to identify patterns in litigation and flag high‑risk clauses[2]. Over time, integrated platforms allow firms to move beyond tactical efficiency gains and toward strategic insights, such as forecasting staffing needs or assessing the profitability of practice areas. This is why industry surveys note that removing data silos should be at the heart of every firm’s strategy; doing so gives leaders the clarity to align investment with business goals[8].
Three things to sanity‑check today
- Map your technology stack and data flows. Create a visual diagram of every application your firm uses and note where critical data is stored. Identify points where information is manually re‑entered or exported to spreadsheets. This simple exercise often reveals hidden bottlenecks and duplication[2].
- Measure the cost of silos. Estimate how many hours staff spend chasing information across systems. The Lineal report quantifies this at about 12 hours per week per employee[2]. Multiply that by your billable rate to see the financial impact. Also consider intangible costs such as slower decision‑making or increased risk.
- Prioritise open integrations when procuring technology. When evaluating new software, ask vendors about their API strategy and ability to connect with your existing tools. Avoid products that lock data into proprietary formats. Several industry studies show that firms leveraging AI and integrated data outperform peers[4], so integration should be a key selection criterion.
A fresh perspective on modernising
The integration gap is not just an IT problem – it is a business and people issue that directly affects profitability, client satisfaction and staff wellbeing. Addressing it requires more than bolting on yet another tool; it involves rethinking how data flows through your organisation and designing processes around a unified platform. At rise10x we help UK law firms build that foundation. Our legal operating system is designed to connect your existing systems and replace those that no longer serve you, ensuring data moves seamlessly from intake to invoicing. By aligning technology with your firm’s strategy, we help free your people from manual work so they can focus on delivering value to clients.
One clear next step
Modernising your technology stack is a journey, but it starts with a single step. If you are ready to close the integration gap, schedule a consultation with our team. We will work with you to map your current workflows, identify quick wins and develop a roadmap toward a truly integrated legal platform. Don’t let fragmented systems hold your firm back – take control of your data and unlock a more agile, profitable future.
[1] UK-legal-tech-IT-problems.pdf
https://www.quiss.co.uk/wp-content/uploads/2025/07/UK-legal-tech-IT-problems.pdf
[2] From-Paper-Maps-to-GPS-Reimagining-Legal-Workflows-for-the-Data-Driven.pdf
[3] [7] 5 Ways Law Firms Are Using Technology to Outpace Competitors | Workday US
https://blog.workday.com/en-us/5-ways-law-firms-using-technology.html
[4] AI & Law Firms: How to Build a Culture of Innovation | Forvis Mazars US
[5] [6] Designing and delivering the future
https://www.cognialaw.com/2025/11/04/designing-and-delivering-the-future/
[8] Briefing_January26.pdf
https://www.briefing.co.uk/wp-content/uploads/2026/01/Briefing_January26.pdf
