The unexpected effects of AI in the legal field

“If you use AI correctly, it should deliver a better result or make someone’s life easier.”

More than nine out of ten legal professionals use AI tools or plan to do so. Nevertheless, many law firms and legal departments struggle with its successful integration into their work processes. Recent research shows that a conservative corporate culture is still slowing down the adoption of AI.

The latest generative AI survey from LexisNexis, involving over 700 legal professionals from the United Kingdom, reveals a clear shift in the use of AI within the legal sector.

The rapid rise of AI

The research shows that two-thirds (61%) of professionals use generative AI for work purposes, a sharp increase from 46% at the beginning of 2025. This increase comes not only from those who already planned to use AI but also from professionals who were initially hesitant.

This underscores how quickly AI is transforming the legal world and why legal professionals must keep pace with developments. The findings present a clear message: if a firm does not integrate AI into its work processes, it risks being seen as outdated by clients. At the same time, a partner at a small law firm emphasizes the importance of maintaining personal contact alongside AI to ensure value for the client.

The cultural barrier

While AI adoption is accelerating, progress is stagnating due to rigid organizational cultures. The biggest challenge for legal professionals is keeping up with technological developments. This problem has increased significantly in just a few months: from 41% to 49%.

In the study, lawyers were asked to describe their organizations’ AI culture. The findings on this are:

• Only 17% of all respondents indicate that AI is embedded in their organization’s strategy and operations.
• The most common response (39%) is that they are experimenting, but progress is slow.
• 19% report interest but little investment.
• 9% point to resistance or fear, and another 9% indicate that AI is not discussed at all.

Gerrit Beckhaus, partner at Freshfields, says: “AI requires a clear strategic direction and communication from the top, linking it to client value and measurable impact.”

Michelle Holford, Chief Commercial Officer at Slaughter and May, adds that it is important to give lawyers the time to play, learn, and fail with new tools, which is not always easy in a fast-paced, demanding environment, but is essential.

Sarah Barnard, Director of AI Delivery at Linklaters, cites the ongoing development of tools and the unclear return on investment (ROI) as factors slowing down innovation. She notes that some firms are waiting for clearer evidence of value before making major investments.

Lawyers are switching to specialized AI tools

The research shows that lawyers who use AI have a clear preference for tools specifically developed for legal work:

• More than half (51%) use legal AI tools: 27% use them exclusively and 24% use them alongside general AI tools.
• The remaining 49% of AI users rely exclusively on general AI tools.

Specialized AI solutions are built for legal professionals and trained on legal content. According to Bhavisa Patel, Director of Legal Technology at Eversheds Sutherland, generic AI tools are useful for personal productivity but lack the depth of legal context, leading to less valuable and less accurate results for complex legal issues.

A partner at a small firm aptly summarizes the concern about generic tools: “Recent scandals where lawyers cited cases in court that were fabricated by AI are particularly worrying.”

Tony Randle, partner at Shoosmiths, emphasizes that a lawyer would never rely on Google for a legal question, so one should also not rely on general AI platforms for tasks requiring legal knowledge.

The core of legal work revolves around reliability and transparency:

• 71% of all lawyers say they feel more confident about using AI when it is based on reliable legal sources.
• Among lawyers who use legal AI tools, this confidence even rises to 88%.

More billable hours and a better work-life balance

By saving time on legal research and administrative tasks, lawyers can spend the freed-up time on more billable work:

• More than half (56%) of lawyers at commercial firms say they spend the extra time increasing billable hours.
• Lawyers at large firms focus more on commercial benefits (61% want more billable hours), while 49% focus on a better work-life balance.
• At smaller firms, the ratio is reversed: 59% choose a better work-life balance and 49% try to bill more hours.

The shift toward more billable work potentially means that the focus is moving from the number of hours worked to the value delivered, which influences billing models. More and more lawyers (47%) believe that AI will change the way billing is done. New pricing models, such as a fixed fee per case (69%) and retainers (44%), are already emerging.

The risks of falling behind

Failing to invest in AI has clear consequences. The research shows that professionals would even consider switching employers if their organization does not invest in AI:

• 18% of respondents from commercial law firms and 19% of in-house legal departments would consider leaving.
• This percentage rises to 26% for lawyers at large firms.

The fear of falling behind in the labor market is significant:

• 39% of lawyers believe that failing to adopt AI will negatively impact their career.
• Among in-house lawyers, this percentage is as high as 49%.

Despite this pressure, organizational support remains limited.

• Only 24% of respondents have received appropriate training to use AI safely.
• Additionally, only 28% have an easy-to-understand AI policy.

The greatest progress is being made at firms where senior leadership considers AI adoption fundamental to future success. “The biggest steps come from firms where the most senior people lead by example by using AI daily,” says Tony Randle, partner at Shoosmiths.

Conclusion

The research highlights that the use of AI is no longer just about productivity and profit. It is about creating a sustainable future for the legal profession, where high-quality expertise is enhanced by technological capacity, allowing more room for human focus. This requires a shift in strategy, leadership, and culture, where legal professionals embrace tools to improve both their work and their lives. Those who lead this evolution create a competitive advantage in the market and attract the best talent. Those who wait risk not only falling behind the competition but also losing valuable employees who are ready for the future. The choice is obvious.