How to standardise workflows without killing creativity – LexisNexis
Standardising workflows can unlock efficiency and consistency in mid-sized law firms, but only if it is done in a way that preserves professional judgement, innovation and client focus. This article explores how managing partners can streamline workflow process design while protecting the creativity that differentiates their firm.
Why standardisation feels like a threat in mid-sized firms
For many medium-sized law practices, standardisation is often associated with rigidity. Partners worry that codified processes will turn nuanced legal work into a production line, undermining how lawyers think, advise and solve problems. This concern is particularly acute in practices built on specialist expertise or strong client relationships.
Yet the absence of standardisation creates its own risks. Inconsistent matter handling, uneven client experiences and poor visibility of work in progress all make it harder to scale profitably. These issues directly affect legal team efficiency solutions, effective workload distribution legal teams and the ability to improve client centricity across offices. The challenge is not whether to standardise, but what to standardise.
Focus on decision points, not creative judgement
The most effective approaches do not attempt to script legal thinking. Instead, they standardise the points around it. Clear intake processes, defined approval gates and consistent matter milestones create a shared structure without dictating how lawyers reach conclusions. This allows firms to streamline processes and workflows while respecting professional autonomy.
A useful parallel can be found in the Acas Code of Practice on flexible working, updated in April 2024. Acas sets out clear, predictable procedural steps for handling requests, while explicitly supporting individualised outcomes such as hybrid or flexible hours. This model shows how standardised processes can coexist with tailored, creative arrangements that work for both organisations and individuals. For law firms, the lesson is to codify consistency without constraining judgement.
Build workflows around client experience outcomes
Standardisation delivers the greatest value when it is designed around the client journey rather than internal convenience. Mapping how instructions are received, how updates are provided and how matters are closed creates a consistent service experience, while still allowing lawyers to adapt tone, strategy and advice to each client’s needs.
LexisNexis research on innovating the client experience highlights rising expectations around responsiveness, clarity and transparency. Firms that design workflows with these outcomes in mind are better placed to answer how to make customer service more efficient without resorting to overly generic templates. Standardised update rhythms and document structures can actually free lawyers to focus on higher value conversations, strengthening legal team collaboration techniques and trust.
Use governance to enable, not restrict, innovation
As firms adopt AI tools for research, drafting and review, concerns about risk often lead to overly restrictive controls. The Alan Turing Institute’s AI Ethics and Governance in Practice programme offers a more balanced alternative. Its process-based governance frameworks emphasise clear checkpoints, accountability and transparency, while deliberately leaving space for experimentation and professional judgement.
Applied to legal practice, this means defining when AI tools can be used, how outputs are reviewed and who is accountable, rather than banning innovation outright. This approach supports optimising law firm operations and reassures clients that innovation is being adopted responsibly. Importantly, it reinforces that creativity and insight remain human-led, even within structured workflows.
Treat standardisation as a living system
One of the most common reasons standardisation fails is that it is treated as a one-off project. In reality, workflows must evolve alongside regulation, technology and client expectations. Research from Queen Mary University of London, the Institute for the Future of Work and the Alan Turing Institute, published through the CREAATIF project, reinforces the value of co-designed processes that protect creative autonomy through transparency and clear safeguards.
For mid-sized firm best practices, this means involving fee earners in designing and refining workflows. Regular feedback loops help ensure processes remain relevant, proportionate and supportive of optimising team performance law firms, rather than becoming outdated constraints.
Technology should support judgement, not replace it
Technology can make standardisation feel seamless when it is embedded thoughtfully. Tools that surface guidance, precedents and best practice at the point of work help lawyers move faster without feeling constrained. Platforms such as Lexis+® Practical Guidance can support this by providing structured, up-to-date resources across multiple practice areas, while still allowing lawyers to apply their own experience and insight. Used well, technology becomes an enabler of creativity and consistency, not a substitute for professional thinking.
Leading the cultural shift
Ultimately, standardising workflows without killing creativity is a leadership challenge. Managing partners must communicate that consistency and innovation are complementary, not competing, goals. By framing standardisation as a way to protect quality, manage risk and create space for higher value thinking, firms can build engagement rather than resistance.
When workflows are designed around clarity, client outcomes and professional trust, they become a foundation for sustainable growth and a practical route to optimising law firm operations in an increasingly competitive market.
