GenAI still leaving transformation leaders wanting more
Law firms’ demand for innovation resources has hit a new high — with the latest Briefing Frontiers 2025 research reporting that 94% of senior leaders seeing a rise in interest for their innovation teams and capabilities, and budgets for such work are also on the rise to match.
Digital transformation is particularly high on leaders’ priority list, whether that’s implementing or replacing tech tools, or migrating their core business systems to the cloud — a move that 16% of firms have already made, and 48% are expected to complete within one or two years, according to Frontiers. And, of course, one cannot forget about generative AI (genAI), which remains a hotly debated topic in the sector.
However, while the curiosity around genAI use in the legal sector is still strong, and firms continue to experiment with it to find the best use cases, it seems the initial hype has faded somewhat. Perhaps a result of genAI not delivering on its bold promise to significantly increase efficiency and productivity — a hypothesis brought to the table at Briefing LIVE 2025, and certainly echoed by several senior IT and transformation leaders from Burges Salmon, DLA Piper, Forsters, Gateley, Howard Kennedy, Howes Percival, Kennedys, Osborne Clarke and Pogust Goodhead at our recent supper club with Litera.
Although these experts recognise the potential genAI has to substantially transform how law firms operate, the majority stated we are far from reaching this zenith — with this technology still unable to deliver groundbreaking capabilities beyond “sausage-making” automation.
So leaders still don’t see genAI delivering the “wow factor” it promises yet – but what exactly does that wow factor entail? This might not be as easily defined, due to the varying needs lawyers and business services have. While IT teams, for example, might be attracted by complex functionalities, the simplest features often resonate the most with lawyers, notes one expert. With many boxes to tick and many different people to impress, finding a genAI tool that can deliver cutting-edge features across the board can be quite a mission.
All roads lead to data and knowledge
Data is another significant area of work in progress — with almost half of Briefing Frontiers 2025 respondents without a data strategy in place stating this is an immediate investment priority, and 47% aiming to have a data strategy established within 12 months.
“Data is the backbone of modern firms, yet many are only beginning to grasp its true value,” said Sean Munafo, chief revenue officer at Litera. “Without a clear strategy, the weight of unmanaged information threatens to slow progress, but with the right investment, AI-driven efficiency, and a commitment to smart governance, firms can turn data from a burden into their greatest asset.”
Indeed, during the roundtable conversation, the attendees agreed that firms are now recognising the importance of data and knowledge collection and organisation — but they have a lot to catch up on in this area compared to other sectors.
Executing this is easier said than done — certainly due to lawyers’ reluctance to share their hard-earned knowledge and client data in fear of diminishing their individual value, but also severe time constraints. While the first challenge is harder to solve, the second one could have a solution: AI. Experts see it as a valuable tool to help lawyers avoid spending hours on repetitive tasks, and instead using this time to contribute to meaningful data collection.
However, the challenges don’t stop here. One guest highlighted that firms may also struggle to organise and manage the large volume of data, which continues to grow with every new matter — and along with it, the high costs of storing this data. Clearly, data cleaning exercises are essential to avoid hoarding irrelevant or old data, yet it seems firms often don’t have adequate policies around this — something that the experts agree needs to be remediated, along with providing efficient training on data organisation, storing and disposal to both lawyers and business services people. And, of course, having a dedicated data function in place could certainly help mitigate a lot of the data challenges firms face.
Follow the leader
Between navigating the numerous geopolitical and macroeconomic factors currently at play, choosing the right tech tools from a sea of options and crafting the right long- and short-term business strategies, firms’ transformation journeys are long and arduous — and require a strong captain to steer the ship.
All attendees agree that responsibility falls on the shoulders of transformation leaders. The job is certainly not easy — and according to them, it can sometimes be made even more difficult by the senior leadership, should they not buy into the long-term vision and change strategy. Nevertheless, it is transformation leaders who must get everyone past the fear of change, and show the value of firm-wide innovation and transformation —as one attendee said: “if you’re not driving the change, you’re not doing your job right”.
“At Litera, we understand the challenges that transformation leaders face in navigating the rapidly evolving legal tech landscape,” said Munafo. “Technology options aren’t the issue. The real challenge is an overwhelming focus on features and functions at the expense of business outcomes and clear success metrics. That’s why we’re committed to equipping leaders with comprehensive resources about industry trends and our products, empowering them to make informed decisions and select the vendor that truly aligns with their unique needs and goals. Our mission is to foster clarity and confidence in the transformation journey, starting with adoption. Our technology does this by meeting lawyers where they work every day, whether that’s in Outlook or Word, and serving as a trusted partner every step of the way.”
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