Efficiency improvements can create win-win scenarios for law firms and clients
The adoption of new technology follows predictable patterns, so much so that the technology adoption lifecycle is a well-recognized bell curve — most people don’t want to be the first ones to adopt new technology, but they also don’t want to be the last ones. By now, you’ve heard dozens of descriptions and accounts of generative AI (GenAI) technology use in law firms. It’s rising towards the peak of the technology curve, and your clients are taking notice.
In a recent webinar, three experts from Thomson Reuters offered their perspectives on GenAI adoption and the transformations law firms can expect to see in an AI-powered world. Read on for insights from Zach Warren, Joanna Nagy, and Bill Josten on how lawyers can position their firms for sustained success.
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Balance the GenAI adoption scales
Use GenAI responsibly at law firms
Reduce inefficiencies and improve client service
Strategically deploy GenAI in non-billable areas
Building the future of GenAI in law firms
Balance the GenAI adoption scales
Uneven is an uncomfortable word. It means things aren’t smooth or level, which can mirror AI adoption among professionals. “Only about 17% of legal professionals want to be up near the beginning of the [adoption] bell curve, but about half of corporate C-suites do,” said Warren. This lag presents a considerable risk for law firms and their clients. If clients are on the lookout for innovation, they are prepared to shift to firms that can deliver it.
Data from the recent Thomson Reuters Institute 2025 Generative AI in Professional Services Report shows that the legal industry is leading in GenAI adoption; law firms have a 28% adoption rate, and corporate legal departments have a 23% rate. However, many business questions remain. Only 20% of legal professionals know if their organizations are measuring the ROI of GenAI. While many may not know how to use the technology once adopted, they recognize the need to have these conversations quickly.
Additionally, actively involving clients in discussions about AI is key to preserving their trust and ensuring continued business.
“You cannot wait for your clients to ask you to be innovative, because if they’re asking you to be innovative, they’re asking you that as they’re walking out the door.”
Global Client Director, Thomson Reuters
Even if AI technology isn’t right for your firm right now, you still need to understand it and its applications — and clients need to know why you’re choosing not to use it.
2025 Generative AI in Professional Services Report
Explore all the latest comprehensive insights into how GenAI is shaping professional services.
Access full report ↗Use GenAI responsibly at law firms
Concerns about accuracy and lawyers’ overdependence on AI do exist, but these worries lessen with a thorough understanding and responsible use. According to Thomson Reuters’ report, the percentage of respondents hesitant about GenAI dropped from 35% in 2024 to 24% in 2025. As respondents spent more time exploring and experimenting with the technology, many of their initial concerns faded. This aligns with the growing understanding that GenAI is designed to enhance, not replace, the work of professionals.
“The best results are going to come from the combination of lawyers plus technology, and that’s what’s important to focus on,” said Warren. “It’s going to be about how you take the technology and build on top of it.”
The best GenAI solutions are used in conjunction with human oversight. As you evaluate AI technology, involve staff from knowledge management, firm leadership, and end users, particularly younger attorneys who are at ease with emerging tools.
Look for GenAI solutions that include:
- The right technology: Is the tool a professional-grade solution? Is it built on a solid platform with a dependable information retrieval system?
- The right data: Has the tool been trained on a finite set of trusted data or does it search an overly broad universe of information?
- The right expertise: Has the tool been created by AI expert editors and data scientists, and maintained by bar-admitted lawyers?
Reduce inefficiencies and improve client service
Strategically, law firm leaders look for ways to deliver superior client service at a profitable pace. GenAI can introduce numerous benefits for both the firm and the client. A deposition summary, for example, could normally take a paralegal 10 hours to complete. With GenAI, that summary could be completed in seconds, with 30 minutes of review.
“If the hours of producing something like a deposition summary have been reduced by 95%, that doesn’t mean that the value of the output to the client has been reduced by 95%,” said Josten. Getting that summary to a client faster demonstrates responsiveness, which is a competitive advantage.
To Nagy, this is all about consultative selling with your clients. “You’ve got to be proactive, and go to your client and talk about how much more value you’re bringing to the delivery of service.” She also noted that firms that are further along in their AI adoption are already having these conversations and reaping the benefits.
Strategically deploy GenAI in non-billable areas
With a business model that depends on billable hours, many firms dread the impact GenAI may have on their bottom line. A strategic approach to implementation can offset those worries.
“There’s a lot of fear, and the first thing you have to do is understand for yourself what those efficiency and productivity gains are,” said Nagy. A strategic approach can include deploying AI for non-billable tasks, such as correcting associate work and getting up to speed.
One of the biggest hits to law firm productivity is pre-bill write-downs. “Think about those tasks that are either written off or written down and start there, so that you’re lowering the risk. You’re automatically creating some comfort and confidence that the deployment is not going to be hurtful to the profitability of the firm,” Nagy added. This approach allows firms to realize the benefits of AI without an immediate impact on profitability.
Building the future of GenAI in law firms
Thomson Reuters data shows early adopters are already seeing significant advantages in their work and in retaining clients. They’ve deployed AI and have made adjustments to their firm’s usage. But latecomers aren’t lost — now is the time to jump in and start exploring.
“You have to vet what solutions provide things for you in a way that makes you comfortable. Start there,” Josten encouraged.
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