Blog

For legal finance teams, remote working has changed how information moves, how approvals are obtained and how colleagues communicate.

Suppose a law firm wants to review a client’s entire real estate portfolio for risk in the leases. Not long ago, that meant a multi-week project. Today, first-pass answer can arrive in minutes.

One of the most influential stages of the client journey – client onboarding – often receives less strategic attention than it deserves.

The profession’s response to AI supervision failures misunderstands the nature of LLM output – there needs to be for a shift in the culture.

Professional indemnity insurance renewal is often treated as an annual pricing exercise. But it is also a chance to show how effectively you identify, manage and mitigate risk.

A third of law firms are already using AI tools with no formal policy in place to govern how AI gets used, what data goes into it, or who’s accountable when something goes wrong.

The PM Law review’s real findings perhaps point to a failure mode applying to any organisation sitting on scattered risk information.

What happens when lawyers delegate cognitive work to AI but remain personally responsible for judgements they may no longer have independently reasoned through?

When I had the pleasure of work experience, I made tea, collected lunch and mostly watched someone work. I didn’t bother with the last three days. I am not sure they noticed.

Burnout is not simply an unavoidable cost of being a lawyer. Law firms cannot talk seriously about burnout without talking about how they design the work.