ISO certification as a strategic success factor: Lessons from a Nordic law firm

ISO 9001 for quality management and ISO 27001 for information security are well-known standards in the industry. For a law firm, they represent something more than regulatory compliance. They create a foundation for working systematically with quality, risk control, and clear procedures whilst keeping legal expertise at the centre.

At DKCO, we chose to become certified according to ISO 9001 in 2008. It was not an easy decision and many colleagues in the industry questioned whether it was worth the effort for a smaller, Nordic firm. Today, I can say it was one of our most important strategic investments. 

How structure liberates legal thinking 

Quality management according to ISO 9001 may sound like bureaucracy. Document processes, follow procedures, measure and follow up. But applied correctly, it becomes the opposite—a support for legal work.

Take a concrete example: case management. Previously, we had different ways of receiving, registering, and distributing assignments depending on who received the client. It worked, but it created uncertainty—especially during holiday periods or sick leave. Onboarding new hires was surrounded by considerable ambiguity, if not outright contradictions. Now we have a common workflow. When a new client contacts us, everyone knows exactly how we handle it. Responsibility is clearly defined. Nothing falls through the cracks.

Structure frees up time. Instead of wondering how to do something, we can concentrate on what is the best legal solution for the client is. New employees get up to speed faster because they do not need to learn five different ways to do the same thing.

A certified firm develops a culture where continuous improvement becomes natural. When something does not work, we analyse it and adjust the approach or procedure. Every deviation becomes a learning process. This may sound obvious, but there's a big difference compared to simply "solving the problem" and moving on. 

Information security is no longer optional 

ISO 27001 addresses something even more critical: how we handle information. We handle sensitive data about corporate deals, disputes, and personal matters on a daily basis. A security breach would not only harm individual clients— it would undermine trust in the entire firm.

The implementation of ISO 27001 meant that we conducted a systematic review of all our information flows. How do we receive documents? Where are they stored? Who has access to what? How is email encrypted? What happens if a laptop goes missing?

We also built procedures for incident management. If something goes wrong, we have a clear process to handle it quickly and correctly. This isn't something we do once—it's ongoing work.

For our clients, our approach means that they can trust that their information is secure. In many procurement processes, this has already become a requirement. But more important is that the processes actually are secure, not just that we can show a certificate. 

What shows up in numbers and in daily practice 

ISO certification provides concrete business advantages. Deviations and mistakes decrease, onboarding becomes more efficient and cost-effective, and internal collaboration is characterised by understanding and predictability. Systematic process work delivers more consistent quality. Previously, results could vary depending on who handled a case. Now clients know what to expect regardless. This builds trust.

Moreover, we can now actually manage based on data instead of gut feeling. We measure success factors per assignment type, systematically follow client satisfaction, and can see trends over time. This gives us a foundation for decisions on everything from pricing to which areas we should develop. 

Why organisational structure matters for ISO success 

One thing I have learnt is that ISO certification requires a certain type of organisational structure to function optimally. Many traditional law firms are structured as partner cooperatives. In its extreme form, this means that each partner runs their own mini operation with their own clients and working methods. This can work well from other perspectives, but it complicates common processes and standards.

You cannot force ISO onto a partnership structure where everyone is essentially running their own show. It does not work. The firm must function as a company rather than a network of independent actors. This means common goals, common procedures, and a culture where collaboration is valued higher than internal competition.

Clients notice the difference. They receive a more consistent level regardless of who handles their matter. It is DKCO that delivers, not just an individual lawyer. 

If you are considering ISO certification for your law firm 

If you are thinking about ISO certification, understand that this is not a six-month project. It is a fundamental shift in how your firm operates, and it will take longer than you think. The work begins with a current state analysis. Where are we today? What is needed to meet the standard? Then comes the implementation phase—new procedures must not only be written down but anchored in the organisation. This requires training, time, and management commitment. A lot of management commitment.

Our process took an estimated two years before certification, and we achieved "maturity" several years after certification. And the work continues after certification with regular audits and ongoing improvements.

My most important lesson: Certification provides the greatest benefit when leadership sees it as a tool for driving the business forward, not as an administrative requirement to tick off. 

Where is the legal industry heading? 

I believe ISO certification will become an industry standard within a few years, even for commercial law firms—at least for those working with larger corporate clients and the public sector. Requirements are unlikely to decrease—rather the opposite, with stricter data protection regulations and higher expectations for delivery quality.

Firms that act early gain an advantage. Not only in being able to participate in procurements where certification is required, but also by becoming better at delivering consistent, high quality.

In an industry where personal skill has long been the only thing that counted, structured quality management and information security are among the few competitive advantages. The question is not whether to do it—it is whether you want to do it before your competitors force your hand.

Dan Karlsson is CEO of DKCO Attorneys at law, with offices in Mariehamn, Helsinki, and Vaasa. DKCO is certified according to ISO 9001:2015.