SHIFTing Perspectives: Key takeaways from recent conferences

SHIFTing Perspectives: Key takeaways from recent  conferences

Over the past month, I've come across a range of analogies and anecdotes about AI's role in the legal industry. One of my favourites, from Nick Abraham, is that AI for lawyers is like riding an e-bike instead of a regular bike—you still have to pedal and do the work, but it gets you there faster and easier.    

One thing is clear: AI in law isn't on the horizon—it's already here. With countless webinars, seminars, conferences, and courses exploring its impact, opportunities, and challenges, there's no shortage of conversation. Below are three of the common themes I've observed: 

1. The Importance of Leadership in the AI era. 

Generative AI is reshaping the way we practice law, but people remain the most valuable asset and focus. Speaking on a Centre of Legal Innovation (CLI) webinar about AI, Dan Proietto – Chief Executive Partner at Lander & Rogers – emphasised that leaders need to consider how new technology will impact their people. While some will be eager to embrace it, others may find it intimidating. 

Proietto highlighted the importance of leaders to role model a willingness to learn and step outside their comfort zones to guide their teams through these changes. He said that encouraging a culture of continuous learning and experimentation with new tools—while ensuring they align with the firm's values—is key. At Lander & Rogers, innovation has been gamified, with a cash prize for the team member who discovers the most effective way to use AI to create efficiencies in daily work. 

Client leadership is equally as important, open dialogue is critical because clients will be operating at different speeds and have different expectations and appetite for risk.  

2. Managing change and avoiding change fatigue 

Terri Mottershead, Director of the Centre for Legal Innovation, noted on the same panel that lawyers are naturally trained to spot risks, which can make it difficult to see the opportunities AI presents. She emphasised that a mindset shift is needed to embrace the potential of these technologies. However, she also acknowledged a growing sense of change fatigue, given the rapid pace at which AI is evolving. To effectively integrate AI, legal leaders should adopt a structured, phased approach. Prioritising "no regrets" use cases—those that streamline administrative tasks—can help build confidence and momentum for broader AI adoption later on. Fiona McClay, author of The Tech Enabled Lawyer, gave a helpful suggestion during her talk at Lawfest. She recommended identifying the enthusiasts and the sceptics within the team and tailoring communication and support accordingly—spending more time coaching and focusing on those more resistant to the technology. 

 3. Talent strategy, workforce transformation and governance.

The introduction of generative AI means legal teams must learn new skills so they can work alongside advanced technologies. This means familiarising lawyers with AI tools and helping them adapt their thinking to the new reality of working with AI-enhanced processes. Roles are being redefined within in-house teams and firms; multidisciplinary teams will continue to evolve including technology experts and data scientists. Legal teams need to focus on attracting diverse talent, particularly those who can bridge the gap between legal expertise and technological innovation. Speaking on the CLI webinar, Clayton Utz Partner Simon Newcomb pointed out that law firms already have established governance structures in place, and AI should be integrated into these frameworks gradually and the same should apply to businesses.  At Clayton Utz there are AI working groups or, like Lander & Rogers, an AI steering committee responsible for evaluating new tools, ensuring compliance, and staying up to date with regulations. With so many different tools entering the market, deciding where to invest can be challenging. 

 Conclusion 

Setting a strategy and predicting where the legal function will be by 2030 is no small task, especially given the rapid evolution of AI. Yet, at the heart of it all remains the human element. While AI can streamline processes, analyse data, and perform routine tasks at scale, it cannot replace the uniquely human abilities to lead through change, navigate complexity with empathy, and provide strategic counsel grounded in business understanding. 

Ultimately, the legal functions that lead the way into 2030 will be those that embrace technology without losing sight of what makes their work impactful: trusted relationships, sound judgment, and the ability to govern with foresight and agility. The future belongs to legal teams that combine human leadership with the smart use of AI—amplifying, not replacing, the value they deliver.