AI LEADERS
Workflows
Half of AI leaders say they value concept of client collaboration in a shared workspace
But a third are seeing at least 'moderate' margin pressure as playbooks unfold
The vast majority of firm AI leaders report that their firms have now started to put in place playbooks for legal genAI use cases, albeit nearly two-thirds say this is true of only 1-10% of them. Another quarter (24%) believe they have a playbook or similar in place for between 11-40% of use cases. Clearly a smaller proportion of firms are pushing forward with involving genAI in the work that they do more consistently.
A third (32%) also say that this direction of travel is already having either a ‘moderate’ or a ‘significant’ impact in terms of feeling pressure on their margins, potentially leading to some internal discussion around the future of pricing. More than half believe they need to significantly improve how the firm itself collaborates on the development of new pricing models that take account of advances in AI.
65%
of AI leaders say the firm has playbooks set up for up to 10% of identified legal-specific genAI use cases
Go with the workflow
Which workflows that involve genAI have you already successfully introduced at the firm?
1) Contract review due diligence
2) Business research (both legal and for current awareness/client briefings)
3) Pitch/bid writing
4) Form automation
5) Service/supplier agreement review
6) Timeline creation/management
Use in practice
Which of your practice groups/areas are the most prolific users of these workflows?
1) Real estate
2) Corporate/commercial
3) Litigation/dispute resolution
4) Construction
5) Knowledge (management)
Almost three-quarters say they particularly value this ability to create practice-specific playbooks as part of the genAI vision. The other most desirable features are reliable integration with other core systems to optimise visibility and efficiency (78%), AI ‘agents’ that may be customised and refined to complete entire processes (67%), clear and verifiable source-citation (50%) — supportive, of course, of trust in outcomes generated — while the ability to collaborate on work with clients in ‘shared workspaces’ is also valued by half.