Harrison Drury, a law firm with 190 employees across eight offices in Cumbria, Lancashire, and Greater Manchester, is embarking on a transformative journey to integrate AI into its operations.

To navigate this digital evolution, Simon England, the Managing Partner, and Martin Holmes, the Head of IT, participated in the Digital Acceleration in Professional Services (DAPS) programme, where they gained strategic and operational insights into effectively leveraging AI within their business.

The initial sessions fueled Simon’s ambitions for rapid growth and technology-driven success, but Martin, with his deep understanding of the firm’s IT infrastructure, was more aware of the requirements to review the underpinning technology stack to ensure these foundations are ready for rapid growth and change.

However, a one-on-one session with technology expert Derek Southall, Founder and CEO of Hyperscale Group, during the Future Digital Worlds session, allowed Simon to understand Martin's approach and that this is a long term strategy more than a quick win. This collaboration enabled them to start to develop a long-term digital strategy together.

As the programme progressed, Martin has started formulating a comprehensive strategy that included overhauling hardware utilisation and software usage. These foundational steps will support the firm’s digital acceleration and facilitate the successful integration of AI.

“At the beginning of the programme, Simon and I had different perspectives as we are looking at technology through different eyes,” Martin explained. “Those early sessions became a forum for debating the direction and pace of our progress. What emerged was a balanced approach to technology adoption, avoiding both excessive hype and underestimation. Our 2030 strategy outlines a phased approach, positioning us to adopt technology confidently and flexibly, accommodating future advancements.”

Education has become a key focus in Harrison Drury’s approach. The firm understands that for employees to embrace new technologies, they must be properly trained and informed about their uses. The Realising the Future Firm session helped Martin identify tech-savvy individuals across different offices to act as digital champions and secure buy-in from staff.

“Education is critical to our success,” Martin said. “We want our team to view AI as a tool to enhance their work, not replace them, with a clear message that failing to embrace AI will leave us behind in the evolving workplace.”

While AI adoption remains a primary goal, the firm has already begun building its AI capabilities, starting with chatbots and voice recognition tools. A test project has developed an IT chatbot to assist staff with problem resolution based on a database of thousands of previously resolved issues. Additionally, AI is being used to check data for anomalies and inconsistencies as part of a data cleanse, ensuring readiness for integration with future technology.

A recent change in ownership has provided Harrison Drury with a fresh opportunity to rethink its approach to digital transformation. Simon’s involvement in the programme has prompted a shift in perspective on the importance of including IT in strategic decision-making.

Simon and Martin have gained valuable insights into both the strategic and operational aspects of digital transformation and AI adoption.

Martin reflected: “This programme has shown us two things: the exciting potential AI offers and the sobering reality of the hard work required to make it a reality. By agreeing on a five-year strategy, we’ve created a roadmap that lays solid, secure foundations for our digital transformation. Now, we just need patience and to keep our eye on the prize.”

An unexpected benefit of the DAPS programme has been the opportunity to collaborate with other professional services companies. Harrison Drury has gained valuable insights into the challenges faced by other firms, realizing that many are at similar stages in exploring AI adoption. The firm is also exploring collaboration opportunities for a co-operative software project, which could lead to significant efficiencies and cost savings.

Martin concluded: “This course broke down traditional barriers, enabling firms that typically work in silos and protect their intellectual property to share insights and learn from one another. It’s reinforced our belief that collaboration, not competition, leads to more efficient and innovative solutions.”

DAPS is part-funded by the UK government through the UK Shared Prosperity Fund and is delivered by Lancaster University as part of the Lancashire Universities' Innovation Programme.

The UK Shared Prosperity Fund aims to improve pride in place and increase life chances across the UK by investing in communities and place, supporting local business, and developing people and skills. For more information, visit UK Shared Prosperity Fund Prospectus.

Related Blogs

• 

  Safran’s new partnership with Lancaster University takes off

• 

  SBCA balances digital innovation with a personal touch

• 

  Forbes solicitors embraces AI to drive digital transformation

Disclaimer

The opinions expressed by our bloggers and those providing comments are personal, and may not necessarily reflect the opinions of Lancaster University. Responsibility for the accuracy of any of the information contained within blog posts belongs to the blogger.