AI LEADERS
A window on law firms' changing strategic directions
A core element of the Briefing AI Leaders community is our ongoing research into what’s actually happening at the coalface of law firm AI implementation.
Here we're pleased to present the results of the very first round of this important piece of industry research. Read on to explore the findings in full.
Please reach out to [email protected] if you have any questions or suggestions relating to the project.
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Executive summary
Two-fifths of more than 70 leaders with responsibility for genAI tool selection and adoption at top law firms are now tracking key outcomes such as time saving and quality change
Law firms are accelerating their adoption of generative AI (genAI), with half of leading firms now deploying domain-specific tools tailored to legal workflows at the end of 2025. This is according to over 70 leaders with responsibility for the area in UK law firms with total headcounts of 250 and above. Domain-specific solutions prioritise accuracy, risk management, IP protection, and integration with legal resources, aiming to streamline processes such as contract review, drafting, and discovery. Only 2% of firms exclude such investments from their plans, while 29% remain in trial phases.
The most significant hurdle to wider adoption is assessing return on investment (ROI), cited as 'very' or 'fairly' challenging by 82% of leaders. Firms struggle to determine whether efficiency gains — after factoring in human oversight — translate into measurable financial or other advantages. Accuracy verification is also a concern, with two-thirds identifying it as challenging. Integration with existing workflows and matter management systems is another, as firms seek to embed AI into daily operations that enhance their productivity. Consistent training in prompting, resource use, and verification is essential, while securing senior lawyer buy-in appears less problematic (41% report only moderate difficulty — a fifth say they aren't challenged at all).
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Get on the mailing list for our exclusive AI research, hear about dedicated roundtables for senior leaders like you making decisions about AI investment, adoption and planning in your peer firms, and be part of the AI Leaders community.
82%
of AI leaders say assessing ROI is a significant hurdle to wider adoption
Almost half of firms have conducted one to five pilots in the past three years, and 31% have run six to ten. Despite this activity, only 39% track trends in key outcomes including time savings, limiting their ability to establish ROI. While three-quarters have piloted AI within some practice workflows and 60% are exploring 'next-generation' AI agents, longer-term planning also remains limited: just 29% are working on redesigning AI-adjacent roles, and 21% are revising pricing or staffing models. A fifth of firms enter 2026 with standard workflows incorporating AI.
The vast majority of leaders believe AI strategy discussions should typically involve their peers responsible for technology, innovation/transformation, knowledge management, and risk. Over half would include the managing partner as a major decision-maker, although 17% do not see this perspective as essential. Practice group leaders are also seen as key — two-thirds think they must be 'at the table — potentially championing adoption and exploration as others manage the change. Surprisingly, only 39% consider HR leadership vital (the same goes for business development), despite AI’s potential impact on skills development and career trajectories.
Looking ahead, 79% of leaders anticipate lawyers taking a more active role in client management and cross-selling, supported by AI-driven efficiencies. Two-thirds foresee lawyers as the ‘human in the loop’ overseeing AI-enabled processes, with time also redeployed toward greater strategic contribution and knowledge-sharing.
What’s the use?
Top ‘best’ domain-specific use cases AI leaders identify:
1) Summarisation — including matter activity/improvement
2) Data extraction from a large dataset
3) Document review — largescale, eg M&A
4) Due diligence
5) Legal research
6) Drafting
7) Translation
8) Market analysis/legislation tracking
9) Knowledge management — capturing tacit knowledge
10) Timeline creation