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Features
Organizations are buying technology but failing at transformation. The difference between the 48% that succeed and the 52% that don’t isn’t the software. It’s how they manage the human side of change.
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The firms that will thrive when it comes to the adoption of AI will not be those with the most tools or the most prompts. They will be the ones with clear standards, defined human ownership and a dedicated AI partner able to turn raw generation into reliable, high‑value content.
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Litigation is now digital, but is it more efficient? With hybrid work, AI enhancements, and billions of dollars invested in legal tech, are we achieving the right goals of empowering litigators to spend more time on productive (and billable) work? The answer is clear — and surprising: no.
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The average law firm delivered a profit bonanza through most of 2025. But the good times could begin to wane in 2026, say industry analysts in a new report, with warning lights in the form of monumental expense growth, unsteady realization and poor economic fundamentals.
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Many law firm leaders insist that artificial intelligence has no place in their businesses; however, common applications employed daily may be using AI without them knowing. This phenomenon, often referred to as “shadow AI,” highlights a growing risk for firms that have yet to develop comprehensive governance strategies for artificial intelligence.
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Formal requests for proposals for in-house legal work are surging in popularity, but their effectiveness still comes down to whether legal teams are using them strategically — or just filling out spreadsheets.
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In a legal marketplace transformed by technology, heightened client expectations, and fierce competition, law firm leaders must approach strategy with rigor and clarity. The following questions, accompanied by relevant statistics and explanations, offer a focused guide for uncovering opportunity and driving sustainable growth.
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The difference between technology investments that succeed and those that fail may have less to do with the tools themselves than the operational foundation beneath them.
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The firms investing in administrative strategy — and in the people who embody it — continue to be the ones turning innovation into true competitive advantage.
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Technology infrastructure now defines how law firms deliver service, manage compliance, and compete for clients. The most forward-looking firms are not just upgrading systems; they are transforming how they plan, finance, and govern their technology investments.
