This is the first in a three-part series from the Thomson Reuters Transformation Services team exploring how law firms can move beyond AI aspiration to measurable impact.
Highlights
- 91% of professionals say their organizations are falling short of AI's potential value delivery.
- 78% of clients see AI-enabled quality improvements as essential, yet only 6% believe providers deliver.
- Successful firms treat AI implementation as strategic discipline, not just technology procurement.
The following scenario is a composite drawn from patterns observed across multiple client engagements.
The managing partner and leadership team thought they had done everything right. They invested in cutting-edge AI tools. The partnership vote was unanimous. The firmwide announcement email highlighted leadership’s commitment to innovation. Expectations were clearly set around required training and appropriate use.
Six months later, the usage reports told a different story. Only a fraction of attorneys had logged into the AI tools more than once. Despite the worrying data, no meaningful action was taken until the firm lost an important opportunity with a valued client. The firm’s team told the client it would take weeks and tens of thousands of dollars in research time just to develop an initial strategy. Meanwhile, a competing firm delivered a preliminary case assessment quickly using AI analysis, outlined strategic options, estimated costs for each of those options, and identified key risks before the engagement letter was signed. The opportunity wasn’t lost because the firm lacked AI tools. It was lost because those tools were unused while competitors had already reimagined how they delivered value.
When the firm dug deeper, they found that a quiet rebellion had been underway for months. Lawyers complained that no one had trained them on the new tools beyond a single 90-minute webinar. Partners admitted they didn’t understand how the AI tools worked and felt uneasy discussing anything to do with AI with clients.
This scenario is unfolding in firms around the world and reflects a growing disconnect across the legal profession. While law firm executives debate market positioning and competitive advantage, their own professionals are struggling with a different reality. AI adoption is no longer the obstacle, but 91% of professionals say their organizations are falling short of what the technology could deliver, a shortfall the 2026 Future of Professionals Report labels an “AI value gap.” Even where an AI strategy exists, execution is lagging. Thirty-five percent of professionals say ambitions are not reflected in their day-to-day work, and one in four say they would consider leaving within two years if they don’t see the value they expect. Clients are reaching the same conclusion: 78% now see AI-enabled quality improvements as essential, yet just 6% believe most providers are delivering, and 32% have reconsidered or plan within 12 months to reconsider relationships with firms they view as falling behind. This gap between leadership vision and daily experience represents more than a missed opportunity. It is an existential risk that may determine which firms thrive and which become cautionary tales.
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The illusion of AI impact
The innovation leaders: What they know that others don’t
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The illusion of AI impact
Too many law firm leaders are operating under a fundamental misunderstanding of their organization’s true AI impact. They see technology budgets approved, vendor contracts signed, and training sessions scheduled and assume transformation is underway. The reality inside the firm often tells a very different story.
Leadership frequently interprets activity as progress, even when daily behavior does not reflect strategic accomplishment. Attorneys may remain uncertain about how the tools work, practice groups may not adapt their workflows, and partners may hesitate to introduce AI into client conversations. This mismatch creates an illusion of impact that masks deeper capability gaps.
The consequences extend far beyond internal inefficiency. Forty-six percent of lawyers report that they do not know enough about AI to answer basic questions posed by their clients about its potential benefits. This gap highlights a growing disconnect between executive enthusiasm for AI and the level of understanding among practicing lawyers.
Much of this disconnect stems from a focus on procurement rather than capability building. Buying technology is relatively simple. Changing habits, workflows, and client engagement practices is far more challenging, and many firms underestimate the investment required to support that shift.
The message is clear. Access to the latest technology does not guarantee value for law firms. As the legal profession reaches an inflection point, the firms most likely to succeed are not those with the largest technology budgets, but those willing to assess whether their attorneys are genuinely prepared to use these tools effectively.
The innovation leaders: What they know that others don’t
The formula for successful firms is not just buying better technology. They are approaching AI implementation as a strategic discipline rather than a technology project, and that difference consistently separates leaders from the rest of the market.
These leading firms understand a critical truth: AI success depends not only on the sophistication of the tools they buy but also on how accurately leadership understands the current state of their organization. Leadership invests time in developing a clear, shared understanding of the firm’s current state before setting expectations or defining success. Decisions are made with explicit strategic intent, grounded in how AI will support client service, practice priorities, and competitive positioning.
Just as importantly, innovation leaders treat implementation as an ongoing process rather than a milestone. They regularly evaluate whether expected benefits are being realized, identify gaps between intention and execution, and adjust accordingly. This ability to measure, reflect, and course correct allows them to translate ambition into sustained performance rather than isolated success.
Understanding how these firms operate provides a practical reference point for firms seeking to move from aspiration to measurable impact.
Moving beyond the illusion
The window for incremental AI adoption is closing rapidly. The firms that will dominate the next era of legal practice are those whose leaders insist on a clear, evidence-based view of impact rather than assuming technology procurement equals transformation.
In the second part of our series, we’ll explore the five critical dimensions successful firms use to assess their AI strategy and identify exactly where capability, confidence, and alignment are still missing.
Because in a market where innovation increasingly shapes client satisfaction, revenue growth, and competitive positioning, honest assessment has become a business imperative rather than a strategic ambition.
Lisa Burtch
Lisa Burtch is a Project Specialist who helps law firms move from strategy to execution through technology adoption and process improvement. She leads initiatives such as AI impact diagnostics, proof of concept implementations, and workflow redesign, with a focus on collaboration and measurable outcomes. Drawing on experience across legal operations, legal education, and business development, Lisa brings a practical and well-rounded perspective to driving transformation.
Tom Snavely
Tom Snavely is a Principal in the Transformation Services and Thomson Reuters Institute’s Advisory Services Team, bringing over 20 years of experience leading strategic transformations across diverse industries. He spent more than a decade in a leadership role within the Strategy Team at an AmLaw 50 law firm, where he helped shape and execute firmwide initiatives.
Tom works closely with law firm executives on high-impact strategic priorities, including AI strategy and readiness, firm combinations, client feedback programs, talent retention, client growth, and service excellence. His work spans all legal practice areas and operational teams, consistently driving revenue growth and cost efficiencies through innovative and often unconventional approaches.
His methodology centers on delivering clarity and actionable insights by objectively interpreting client feedback, analyzing financial performance, and leveraging market intelligence. Tom holds an MBA from the University of St. Thomas and is a frequent speaker at industry webinars and conferences, where he shares practical strategies for aligning organizational culture with strategic goals.
Eric Lein
Eric is a business process analyst and systems thinker with over a decade of experience helping organizations move from process ambiguity to operational clarity through workflow redesign and transformation. Drawing on an MBA and Psychology degree, as an experienced practitioner in Design Thinking, Six Sigma, and Lean, Eric brings both analytical rigor and a human-centered lens to organizational change. He has worked with law firms at every level from AI strategy workshops with firm leadership to process documentation with front-line teams to drive measurable transformation across the business.
