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Across UK organisations, legal teams are now involved earlier in decision-making, often before proposals have taken a settled shape.

AI is becoming increasingly intertwined with family law. Clients are using it to draft initial enquiries, prepare statements and, in some cases, to support themselves as litigants in person.

Despite rapid advances in legal technology, the future of law will not be determined by software alone. It will be shaped by leadership decisions.

Firms are increasingly acknowledging the need for alternative senior roles – positions that offer influence and recognition without the obligations of ownership.

For years, many law firms have treated ID verification as a box-ticking exercise. Run a liveness check, match a face to a document and move on. But that is no longer good enough.

Whilst we know professional learning has always been part of career paths, to hire, retain and keep talent, AI needs to be embedded as a core part of this training.

As GenAI’s influence grows, so do the risks which are already playing out in courtrooms across England and Wales, where some early adopters are setting precedents they would rather not.

After more than a year of pilots, proofs of value and early experimentation, firms are increasingly embedding AI into day-to-day workflows.

The proposed Interest on Lawyers’ Client Accounts scheme is being framed as a sensible, international, “tried and tested” way for the profession to help fund a justice system under strain.

Client concentration or over-dependence now counts as a top strategic risk for 26% of firms. Cross-selling is an antidote – a way to bolster revenue resilience without relying on client acquisition.