As law firms move further into the digital age, CRM (Client Relationship Management) systems have emerged as critical tools in the marketing and business development (BD) toolkit. 

The legal sector, known for its measured pace in adopting change, now finds itself at a crossroads. Law firms are facing mounting pressure to adapt, not only from peer firms but also from clients and prospects who expect faster, more personalized service experiences. While law firms have traditionally used CRM systems for tasks like managing contact lists and organizing event invitations, the real value of CRM lies in its ability to enhance client relationships and generate new revenue streams.

However, as revealed in the Survey, satisfaction rates with CRM are alarmingly low. Many firms rated their CRM effectiveness only a 5 out of 10, indicating persistent frustrations with data quality, user adoption, and ROI measurement. With the right approach, CRM can move from being just a contact management tool to a powerful platform that enhances client service, boosts collaboration, and enables firmwide strategic insights.

Here are the top seven steps law firms should take in 2025 to elevate their CRM success and transform how they engage with clients.

1. Commit to Data Quality

The foundation of any CRM system is the data it contains. Yet, our survey found that data quality remains a top concern. Poor data—whether incomplete, outdated, or duplicative—leads to inefficiencies, missed opportunities, and user frustration. Law firms should consider implementing dedicated data quality measures, such as regular audits, cleaning protocols, and data stewardship. Outsourcing data management can be a cost-effective way to ensure high-quality data without overextending internal resources.

2. Emphasize User Adoption Through Training and Support

One of the most significant barriers to CRM success is inconsistent user adoption, especially among attorneys. A CRM system is only valuable if people use it consistently. Firms can address this challenge by offering targeted, ongoing training that aligns with user roles and needs. Consider multiple training formats, such as workshops, quick-reference guides, and individual coaching sessions, to ensure users feel confident and empowered.

3. Shift the Focus from Data Entry to Data Quality

Redefining how CRM success is measured can drive more meaningful use of the system. Traditionally, CRM success was often measured by the quantity of data entered. However, our survey suggests that focusing on the information’s utility—how well it supports client service and relationship-building—is more effective. By framing CRM as a tool that adds value rather than an administrative burden, firms can encourage adoption and create a more impactful system.

4. Leverage CRM for Strategic Business Development

CRM can be a powerful business development tool, yet many firms still underuse it in this capacity. Advanced CRM features, such as client segmentation, activity tracking, and pipeline management, can help identify growth opportunities and streamline outreach. Firms can leverage these tools to reinforce existing relationships, pursue cross-selling opportunities, and track the ROI of BD efforts. In 2025, firms should strive to use CRM to capture the “big picture” of client interactions.

5. Integrate CRM with Other Key Systems

Integration is essential for maximizing CRM’s value. When CRM is linked with systems like timekeeping, billing, and marketing automation, it creates a comprehensive view of client interactions and needs. This integration can streamline workflows and provide deeper insights into client engagement and business outcomes. For example, connecting CRM with billing data allows firms to tie events and sponsorships to new revenue and justify marketing investments more effectively.

6. Ensure Leadership Commitment and Vision

Firmwide CRM adoption requires more than just a great tool; it needs commitment from leadership. Firm leaders set the tone for how technology is used and embraced. When leadership champions CRM as a strategic priority, it fosters a culture that values data-driven insights and continuous improvement. Leaders can also help by communicating CRM’s benefits clearly and demonstrating its impact on client relationships and firm growth.

7. Adapt CRM to Support Firm-Wide Collaboration

A well-implemented CRM system can facilitate collaboration across practice areas and offices. By organizing client teams within CRM, law firms can coordinate client service efforts and build a more cohesive client experience. Collaboration tools within CRM can help prevent uncoordinated outreach by centralizing client information, thereby enabling attorneys to work together more effectively. This cross-functional approach not only benefits clients but also uncovers additional service opportunities, such as cross-selling.

By focusing on these seven strategies, law firms can transform their CRM systems from a tool of convenience to a cornerstone of client engagement and business development. With intentional, data-driven practices, CRM can become a pivotal resource that aligns with the needs of clients, attorneys, and firm leaders alike, ultimately positioning the firm for success in a competitive legal landscape.