In the current context of microenterprises in everyday environments, we have decided to tactically and strategically address a cross-sectional solution to the organization's processes. This will enable the development of digital transformation techniques and data capture, allowing leaders to have structured information to align internally and dynamically strengthen decision-making. Specifically, the law firm Robeiro J. Franco & Associates is responsible for providing legal services through legal support and, as a necessity, generates an interest in developing internal methodologies that allow them to have standards in information repositories. They have various sources of data capture but few alternatives for handling and availability of this information. Following an organizational diagnosis to identify an opportunity scenario, internal failures were observed within the company, such as a lack of knowledge in digital processes, a lack of organizational culture that allows the company to continuously evolve, and the absence of proprietary business communication channels. This allows the company's weaknesses to become improvement opportunities that benefit the firm and foster specific strategies for each problem. The lack of an integrated information management and data analysis system emerges as the main issue to be addressed, affecting critical areas of the firm such as document management and client relations. This deficit not only impacts internal efficiency but also influences the firm's image and relationship with clients, posing significant challenges to reputation and attracting new clients in the legal market. As a result of the diagnosis, the project was structured around the following action lines, aiming to contribute to the digital transformation of the law firm: - **Document management:** The organization will be strengthened through process automation, the integration of online collaboration tools, and data analysis for generating automated reports. To ensure implementation, the creation of manuals and explanatory videos was proposed to provide internal support for the process, equipping them with the necessary tools and foundations to put them into practice. Additionally, digital capability diagnostics will be conducted to offer effective guidance. - **Knowledge management:** Activities ranged from information gathering to the structural design of applications, considering various scenarios and types of content. Training in the use of digital tools focused on selecting and applying those that best fit the client's needs. - **Communication channels:** A digital marketing strategy was implemented to create impact and recall among potential clients. Existing communication channels were evaluated and adapted, and social media presence was managed to increase visibility and seek business opportunities. This contributed to strengthening the online presence and capturing the target audience. Thus, the digital transformation process carried out at Robeiro J. Franco & Associates, focused on executing strategic value milestones for operations, proved to be an integral and effective initiative to address some of the contemporary challenges in the legal sector. The implementation of a Unified Information Management System, the adoption of a Client and Process Strategy, and the development of Digital Marketing and Advertising Strategies were the pillars on which this transformation was built. In conclusion, the digital transformation at Robeiro J. Franco & Associates was a comprehensive process that allowed the firm to modernize and strengthen its position in the legal market. This process not only met the firm's current needs but also aimed to lay the foundation for sustainable and adaptable future growth. The pillars of this transformation's success include continuous improvement of the client experience, process standardization, and the strategic use of data for decision-making.
