Leveraging Generative Artificial Intelligence in Your Law Firm Practice, Part Three: Stepping onto the Integration Path

In the first two installments of this series, I identified challenges in navigating rapidly evolving Generative Artificial Intelligence (“GenAI”) technology. I suggested adoption of a long-term perspective and predicted that GenAI technology tools for legal will look very different in 18-24 months. Part 1. Next, I outlined some strategies to prepare yourself and your firm to leverage GenAI in practice:  the need for education about AI developments; reviewing contracts with current service providers, who will likely provide your first exposures to legal GenAI tools; designating a point person or committee to take the lead on legal GenAI issues, and performing a readiness assessment of firm data that might be accessed in your first GenAI use cases. Part 2.

In this third and final part of the series, let’s focus on ways to move forward with initial GenAI initiatives:

6. Consider how AI fits into your broader business strategy. There are currently no universal AI solutions to fit all needs. Thus, the AI tools, back to plurality, you choose should be tailored to your specific practice. For example, if your work involves managing extensive contracts or portfolio litigation, your AI investment will differ from a firm specializing in complex intellectual property matters. By pinpointing your initial use case(s), you can streamline your search and control your initial GenAI technology spending.
7. Prepare for a rigorous AI vendor due diligence process. Early guidance from judicial standing orders and the American Bar Association indicates concerns about the impact of AI on the integrity of the judicial process, the need for explainability and transparency, and potential for bias and discrimination in AI outputs. Early regulation will likely focus on addressing these broad concerns, and you need to select vendors who understand the issues surrounding the use of AI in legal and judicial applications. ABA Resolution 112 (2019) has specific sample questions to ask AI technology vendors focused on these issues, as well as monitoring, accountability, controls, and oversight. As with any other third-party provider, you must understand the financial viability of the vendor and its insurance posture. The need to integrate new AI tools with existing applications like internal firm accounting software or document management systems is another important consideration to discuss with potential vendor partners.
8. Don’t underestimate the importance of change management. By design, AI technology changes the way tasks are performed and how processes work. Like most people, lawyers may not readily embrace new concepts or welcome challenges to established practices. Anticipate some resistance, particularly because of the way AI has been portrayed as a threat to the legal profession and the traditional billable hour model.

To ensure the success of your new AI tools, an intuitive interface is critical. Plan for how these new technologies will be introduced within the firm, what training will be needed and how it will be implemented, and what strategies can be employed to motivate and incentivize the adoption of these new technologies.

9. Develop clear metrics to measure the value and effectiveness of your AI investment. As you think about potential AI applications, consider how you will measure success. For example, if you implement an AI contract tool, will you track performance in terms of productivity and time saved? How might you monetize the use of an AI tool or demonstrate the value of your innovation to clients? What metrics can you use as market differentiators? Ultimately, the purpose of AI is to enhance client service and thus add value to your practice like any other investment.
10. Develop clear metrics to measure the value and effectiveness of your AI investment. As you think about potential AI applications, consider how you will measure success. For example, if you implement an AI contract tool, will you track performance in terms of productivity and time saved? How might you monetize the use of an AI tool or demonstrate the value of your innovation to clients? What metrics can you use as market differentiators? Ultimately, the purpose of AI is to enhance client service and thus add value to your practice like any other investment.

The integration of AI into your firm's practice can be a transformative journey. By adopting a strategic approach, firms can navigate this new terrain more smoothly and avoid some of the inevitable bumps in the road. As the legal technology landscape continues to evolve, staying ahead of the curve with AI can position your firm for success in an increasingly competitive and dynamic industry.

If you have GenAI questions or want more information about how to get involved in the Innovation & Technology in the Legal Profession Committee, please contact me at joy@joyholley.com.