Experts weigh in on the future of AI and in-house legal work

The panel event, held at the 2023 Legal Geek tech conference, aimed to provide practical advice on specific scenarios that legal teams might encounter during their transformation journey. The chair, Alexandra Morris of Pinsent Masons Vario, was joined by legal digital transformation experts Ben Shillito from Fujitsu and Will Morris from Rolls-Royce.

Asked how in-house teams could respond to the expectations of CEOs looking for efficiencies through technologies like generative AI, Shillito stressed the importance of setting realistic expectations. He added: “I think an informed CEO would want to see a considered and structured plan. That probably starts with a playful approach to AI now, with a view that in two- or three-years’ time there will be some genuine transformation and a real shift in how you operate using the technology.”

Will Morris addressed concerns about how generative AI might affect individual team members. He emphasised the need for adaptability and a proactive approach to acquiring new skills, staying informed about technologies, and networking. “The legal industry is changing a lot, which is extremely exciting. Individuals need to be prepared to go on that journey, and take control of how they are going to develop fresh skillsets and adapt in the new world,” he added.

Asked how in-house teams should approach choosing the right legal tech vendors for AI and other software, Shillito said: “Start by looking at what you have, especially if you're at the early stages of your transformation journey. Building goodwill and demonstrating value is crucial. As you progress, focus on vendors that integrate into your environment effectively to avoid stand-alone solutions.”

Will Morris also discussed the challenges of improving a contract lifecycle management (CLM) system – which manages the creation, negotiation, and ongoing management of contracts – that is underperforming. “The first thing you should do is just adjust your mindset to focus the positives,” he said.

“Examine what you have gained from it – such as improvements in how the team handles data, or anything you might have learned about partners involved in the project.” Morris added that reviewing the performance of projects in this way provides an opportunity to pivot to new technology as and when it evolves.

The panel also discussed how in-house teams could address questions from senior stakeholders over the need for a digital-led legal transformation. Will Morris advised teams to emphasise the positive aspects of legal transformation and the importance of aligning it with the organisation's goals. “Legal transformation is about being obsessed with optimising how we work in the legal department. It is about enabling the legal department to do what it is really good at.”

The conversation concluded with a discussion on talent strategy. Shillito envisioned a smaller, more agile legal team. He said: “I think the skill sets we look for will be more consultative in nature. I think we will value people who are strong communicators, very strong influencers. I think we will look for people who are really strategic thinkers and people who can operate in an ecosystem of technology. That is not necessarily what law schools teach at the moment, however, that is definitely a change.”