Cognitive Dissonance, Hubris, Scepticism and other blockers to change. Join us as we explore the concept of cognitive dissonance within the legal industry, where firms recognise the need for change but remain rooted in traditional practices and the billable hour model. We discuss the tension between understanding the need to adapt and being entrenched in models that have historically guaranteed profitability, drawing parallels with the case of Kodak's failure to capitalise on digital innovation. We look at the underlying commercial unit of measurement that constrains law firms, the internal barriers to change, how the legal sector is a vast ecosystem of vested interests that mean now, more than ever, law firm managers need to carefully review the advice they are receiving, and how law firms are increasingly facing the risk of finding themselves misaligned with their clients expectations. Finally we look at the tremendous opportunities that present to traditional law firms to adapt and innovate to not only protect their position of dominance, but thrive in the new world of technologically enabled legal service.