The next chapter of legal AI has already begun: Are you ready for the change at scale?

This shift isn't ahead of us - it's already underway. While much of the market is still experimenting, leading legal firms are redefining how work gets done and how to incorporate this change among their teams.

Change is the real story behind legal AI

Change is the central theme when we talk about legal AI today.
Having worked in the legal tech field for over half a decade, across both legal departments and law firms, one thing stands out: technology itself is rarely the real challenge. The real challenge is how organisations manage change.

The three main obstacles to tech adoption

When it comes to tech adoption, there are three main obstacles that consistently emerge.
The first is selecting the right technology. Today, more than ever, there are countless providers and solutions on the market - most of them centred around AI. Choosing the right one is not straightforward. Teams often try one solution, realise it’s not the right fit, and move on to another. The selection process itself becomes a journey.
The second obstacle is budget. Convincing stakeholders that a specific technology is necessary - and proving its value - can be difficult.
The third, and often most underestimated, challenge is implementation. Even after selecting the right tool and securing the budget, adoption can stall. Teams resist change, struggle to use the tool effectively, or simply revert to old ways of working. Training alone is often not enough, and the result is underutilised technology.
Because reaching the implementation stage is already a significant effort. If, at that point, teams don’t actually adopt and use the tool, that investment quickly becomes ineffective. Organisations end up absorbing unnecessary costs, questioning the value of the technology, and in some cases even cancelling subscriptions -only to restart the process with a new vendor, leading to further losses in both time and budget.
This is where change management becomes critical.

Why change management is particularly challenging in legal

Change management is a cross-functional challenge, but the legal profession has its own specific barriers - closely tied to the nature of the work.
One of these is doctrinal precedent. Legal professionals rely heavily on past work and established approaches. Replicating what has already been done feels like the safest path, which makes change harder to introduce.
There is also a degree of conservatism in how legal work is structured. Established workflows create a sense that introducing new tools requires starting from scratch - an understandably difficult message to communicate.
Attention to detail, a core strength of the profession, can also slow down innovation efforts when implementing new technology.
Finally, risk aversion plays a significant role. Together, these factors can hinder digital transformation efforts across legal organisations.
Key success factors for driving change
To overcome these challenges, several best practises can significantly improve the success of change management initiatives.

Identify key stakeholders impacted by the change

New technology affects different individuals in different ways. Understanding current workflows - and how they will evolve - is essential to guiding teams effectively through the transition.

Build a strong support coalition

This is often overlooked. Identifying internal champions - people who are enthusiastic about new tools - and involving them in the process can make a substantial difference. These individuals can help drive adoption across the organisation.
Use tools and structured methodologies to support transformation
Technology implementation is a process with multiple steps. Having a structured approach - or even a dedicated tool - can help ensure progress, keep stakeholders aligned, and maintain momentum.

Tailor communication and collaboration

Different teams absorb information in different ways. A hybrid approach - combining emails, meetings, and documentation - helps ensure clarity. Teams need to understand what the technology is, how it will impact their work, when training will happen, and where to go for support.

Keep feedback channels open

Adoption does not end at implementation. Continuous feedback - both positive and negative - is essential. Positive feedback helps scale best practises, while negative feedback provides opportunities to improve and address concerns early.

Adoption doesn’t fail because of the tool

One of the most common scenarios is organisations considering cancelling a tool because it is not being used.
However, when examined more closely, the issue is rarely the technology itself. More often, it is a lack of support during the transition. Teams may not feel guided, heard, or equipped to fully integrate the tool into their workflows.

The real opportunity

Before reaching the point of abandoning a solution, there is an opportunity to rethink how teams are supported through change.
Improving adoption is not about replacing tools - it’s about better accompanying people through the transformation.