Artificial intelligence is rapidly becoming embedded in legal work, yet few firms have moved beyond experimentation to meaningful integration. Drawing on in-depth research with 16 senior leaders from firms including Orrick, Herbert Smith Freehills Kramer, Bird & Bird, Baker McKenzie, AO Shearman, White & Case and Gilbert + Tobin, this report explores why.
Building on research featured in Harvard Business Review, it shows that the real challenge is not the technology, but how leaders shape its use in practice. It identifies the key behavioural barriers to AI maturity and the leadership behaviours that enable firms to move from early adoption to real impact.
