In late 2021, one of the premier law firms in India committed to digitally transforming its operations. The firm's owner clearly articulated their vision: “We want to transform the firm digitally. We don’t want to spare any expense to get this right.” The owner then appointed a highly intelligent and tech-savvy partner to lead this ambitious initiative.

During a conversation with the partner, who was skilled in his legal field, he detailed the specific activities targeted for digital enhancement. His primary focus was automating existing workflows to alleviate the non-legal workload from partners and critical lawyers. He sought to recruit a Chief Digital Officer with a clear mandate designed by him.

While their intentions were good, their approach represents a common starting point for many organizations' digital transformation efforts. It's a functional approach, but it misses out on leveraging the full potential of digital transformation. Let’s explore where this approach could be expanded:

1. Customer-Centric Beginnings: The firm's digital transformation did not initially focus on client experiences or address specific client pain points. While automating internal processes can indirectly enhance client service by freeing up lawyer's time, starting with client-focused innovations could lead to more transformative changes.

2. Beyond Automation: Although automation is a fundamental aspect of digital transformation, the concept extends beyond streamlining workflows. Digital transformation offers significant disruption and innovation opportunities, which can redefine how services are delivered and experienced.

3. Leadership Engagement: The firm’s leadership expressed a desire for digital transformation but did not actively engage beyond initial instructions. Effective digital transformation requires ongoing involvement from the top, guiding the vision beyond operational efficiencies to include strategic, customer-focused innovations.

4. Expanding Value Creation: A focus primarily on automation suggests a limited view of digital technologies' possibilities. In the digital age, creating value goes beyond just enhancing efficiencies; it involves rethinking entire business models and engagement strategies.

As we reflect on these insights, it’s beneficial to compare this firm's approach to that of Apple under Steve Jobs. Apple’s digital transformation was profoundly driven by Jobs's clear vision, which initiated changes, and Jobs was deeply involved in the ideation and execution phases. Apple looked beyond process automation; they redefined entire product categories and how users interacted with technology, focusing heavily on user experience and integration.

Moreover, Jobs’s hands-on approach ensured that Apple's digital initiatives were about enhancing internal operations and creating new value propositions that profoundly shaped the industry. This visionary approach contrasts with the law firm’s initial focus on internal automation, highlighting the difference between operational enhancement and industry-leading innovation.

The law firm—and indeed any organization looking to transform truly—might benefit from adopting a more integrated approach that considers digital transformation as a strategic, holistic change driven by customer needs and led from the top. This chapter will further guide developing a digital transformation mindset that embraces these broader possibilities.