Crossing the Chasm of Innovation Adoption in BigLaw – Part 2

In Part 1¬†of this two-part exploration of modeling innovation adoption I introduced the reader to Everett Rogers’ basic model as modified by Geoffrey Moore to account for a chasm-like effect that occurs in technology adoption. I then applied Moore’s variant model to the adoption of enterprise search technology in BigLaw firms over the past 15 years or so. The model nicely fit the general fate of one of the pioneering enterprise search technology companies (Recommind) and described reasonably well the general market behavior of, both, law firm adopters and vendors. In this Part 2 post I look at extending the model to technology adoption¬†inside a BigLaw firm and consider the implications for improving internal adoption of new technologies, again referencing enterprise search for examples of chasm-crossing implementation issues.

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