Posted by Matthew Stringer, founder and CEO of Legal Futures Associate Stridon [1]
Stringer: AI is a foundation for growth
As we enter 2026, the legal sector stands at a pivotal moment. The pace of technological change is accelerating, cyber threats are becoming more sophisticated, and client expectations are higher than ever.
For managing partners in law firms, the next 12 months will be defined by the ability to make smart, people-focused decisions about technology and cyber security – especially as generative AI moves from hype to business-critical reality.
The skills gap: preparing your team for the future
The days when IT could be left to a single ‘techie’ or outsourced on autopilot are over. Today, cyber security and technology strategy are board-level issues. Managing partners must ask:
- Does our team have the skills to identify and respond to new threats?
- Are we equipped to evaluate and implement emerging technologies like AI, automation and cloud platforms?
- Do we have the leadership and communication skills to drive change across the firm?
Generative AI is no longer a distant trend – it’s already reshaping how legal work gets done. Firms that invest in upskilling, cross-training and digital literacy will be best placed to harness AI’s benefits while managing its risks.
This isn’t about turning every lawyer into a technologist, but about building a culture where everyone understands their role in protecting client data and supporting innovation.
Budgeting for resilience and growth
Cyber security is no longer a ‘nice to have’ or a box-ticking exercise for regulators. It’s a core part of business resilience and client trust. In 2026, managing partners should budget for:
- Regular risk assessments and security audits;
- Ongoing staff training and awareness programmes;
- Investment in modern, integrated platforms that combine security, compliance and productivity;
- Incident response planning and business continuity measures; and
- Strategic adoption of generative AI tools, with a focus on secure deployment and governance
The key is to move away from piecemeal, reactive spending and towards a strategic, risk-based approach.
You should be asking: Where are our biggest vulnerabilities? What investments will have the greatest impact on reducing risk and enabling growth? And, crucially, how can we ensure our technology investments (especially in AI) are aligned with our firm’s long-term goals?
Generative AI: a strategic imperative
AI is no longer just a buzzword. In the coming year, generative AI will become a strategic imperative for all law firms that want to stay competitive. The firms that thrive will be those that:
- Identify practical, high-impact use cases for AI (such as document drafting, research, and client communication);
- Develop clear policies for secure and ethical AI use;
- Train staff to understand both the opportunities and risks of AI – including data leakage, compliance, and the need for human oversight; and
- Regularly review and validate AI-generated outputs to ensure quality and accuracy
Firms that delay or dabble risk being left behind – not just in efficiency, but in client service and talent retention. The legal sector is moving at lightning speed, and clients will increasingly expect their most trusted advisors to be AI-enabled, responsive, and secure.
Technology as a growth driver
Technology is not just about defence – it’s a lever for growth. The right systems can:
- Free up fee-earners from repetitive admin, allowing more time for higher-value client work;
- Enable secure, flexible working – attracting and retaining top talent;
- Deliver better client experiences through faster communication and smarter collaboration; and
- Provide data-driven insights to inform business development and strategic decisions
AI tools like Microsoft 365 Copilot, when deployed securely, can help your firm work smarter, not harder. But the real value comes when technology is aligned with your firm’s goals and culture.
A strategic, people-first approach
The most successful law firms in 2026 will be those that blend legal expertise with digital literacy, and that see technology as a strategic enabler – not just a cost centre. This means:
- Assessing your team’s skills and capacity, and filling gaps through training or partnerships;
- Setting a technology budget that prioritises resilience, growth and secure AI adoption;
- Aligning every technology decision with your business strategy and client service goals;
- Making cyber security and innovation everyone’s responsibility – not just IT’s; and
- Seeking out partners who understand both the legal sector and the realities of law firms, and who can provide pragmatic, ongoing support
Looking ahead
This will be a year of both challenge and opportunity. The firms that thrive will be those that invest in their people, take a strategic approach to technology, and see cyber security and AI as foundations for growth – not just compliance.
If you’re ready to take the next step, now is the time to review your skills, your strategy and your technology roadmap. The future belongs to law firms that are secure, agile and AI-enabled.