By Elizabeth M. Sorokac
I fondly recall receiving my first intranet email address when I was in undergrad at Michigan State University. We’ve come a long way since then. Several generations of technological advances and new waves have passed us by. These advances have caused the demise of the typewriter, the physical fax machine, floppy disks, the Dictaphone, and my personal favorite—the Blackberry.
As a law firm managing attorney, I am continuously bombarded with the “latest and greatest” advances in technology, which include software and hardware touting things like efficiency, organization, automation, client-friendly interfaces, and billing capabilities. For clients and employees alike, the technology used in a law firm is important to the service we provide clients and the environment for employees.
Clients want a friendly interface when interacting with their attorney. Employees want technological tools that help them do their jobs. Law firms want to provide great service to their clients and a great work environment for their employees. New technology may be the answer.
When considering the implementation of new technology within my firm, the considerations outlined below have helped guide my decision making:
- What does the firm want to do better through technology? Is it necessary or would it just be nice to have?
- What is the cost? Whether per month, per year, per user, or other cost method, budgetary constraints are always a consideration for new technology.
- Is there a technology solution that works for your business and practice? Even within the law, there is not a one-size fits all solution. Technology may be geared toward a specific size or type of firm or certain practice areas. Practice-management software and billing and time-keeping programs are a few examples of solutions serving varying needs.
- Does the firm already pay for technology that could be used to fill a specific need? Before investigating new technology, review current licenses and technology that is already paid for. With the bundling of multiple programs under a single license, your firm may already have a solution available.
- Will there be internal resistance to the adoption of new technology? While I believe that an old dog can learn new tricks, consult with your team to assess whether the proposed technology will be used. No matter how great a solution may be, if no one will use it, the associated time and money can be better spent elsewhere.
- What will be considered a success? This is a case-by-case analysis for technology depending on the objective that it is intended to meet. Does the technology improve the client-facing side of the firm, speed, efficiency, organization, automation or billing capabilities of the firm? Does the successful outcome the firm has defined justify the cost of the technology?
- Is the proposed technology compatible with the firm’s existing systems? As a general rule, technology that is not compatible with a firm’s existing systems should not be considered, unless a firm intends to make wholesale changes to hardware and software. For example, consider whether time-keeping software synchronizes with accounting software and whether practice-management software synchronizes with a cloud-based email and calendaring platform.
- Does the technology comply with the Nevada Rules of Professional Conduct? Nevada Rule of Professional Conduct Rule 1.6 establishes the confidentiality of the attorney/client relationship. All technology used must meet the standards for network security in order to fulfill attorney ethical obligations under this rule and maintain the confidentiality of the attorney/client relationship and its communications.
- Does the technology meet other applicable regulations and requirements? If your firm handles information covered by the Health Insurance Portability and Accountability Act (“HIPAA”), the technology used must be HIPAA compliant. This includes both hardware and software security requirements. Further, clients may have specific technology requirements related to network security and cybersecurity insurance. These are generally found in a client’s outside counsel policies and procedures, which may be updated on an annual basis during your attorney/client relationship.
Management of firm technology requires reliance on technology experts. Your firm’s Director of Operations can assist with the people-based aspects of technology implementation, including coordination with your IT provider and technology adoptions within your firm. Consult with your IT provider regarding implementation and the compatibility with your existing technology systems with new technology. Your IT provider can also assist your firm with HIPAA compliance and any client specific requirements. These experts are your best resource for securing your firm’s network and meeting your ethical obligations, client needs, and business objectives.
Harnessing technology’s full benefits for your firm demands active engagement and deliberate choice. Embrace technology in the law. It’s here to stay.
About the author
Elizabeth M. Sorokac has been the managing attorney of Reisman Sorokac for 16 years through several generations of technological advances and changes—all while practicing law and raising a family.
About the article
This article was originally published in the Communiqué (Mar. 2026), the official publication of the Clark County Bar Association. See https://clarkcountybar.org/about/member-benefits/communique-2026/communique-mar-2026/.
The articles and advertisements appearing in Communiqué magazine do not necessarily reflect the opinion of the CCBA, the CCBA Publications Committee, the editorial board, or the other authors. All legal and other issues discussed are not for the purpose of answering specific legal questions. Attorneys and others are strongly advised to independently research all issues.
© 2026 Clark County Bar Association (CCBA). All rights reserved. No reproduction of any portion of this issue is allowed without written permission from the publisher. Editorial policy available upon request.