The law firm is at a fork in the road, whether it knows it or not.

The world around it is changing, and the time has come to make a decision – adapt to the new normal, or continue with its current state. The legal department is now savvier – in business, technology, operations and options – and is faced with performance and cost pressure, has a growing list of alternatives to the law firm for many of its services. Law firms that continue operating at the status quo are likely to face struggles, and an uncertain future; while law firms that adapt and push their strategy forward will have the opportunity to come out on top. While not the solution to adaption, artificial intelligence cannot be overlooked when making changes in both the business and practice of law to keep up with the pace and remain a competitive option for clients.

The path to using artificial intelligence is not quick, and requires planning, resource building, trial and error, a continuous approach and culture shift – all before any benefit is realized. Those that commit, open the doors to reduced or eliminated manual and labor intensive tasks, more accurate decisions, reduced costs, higher retention and a better customer experience. Artificial intelligence is not a replacement for lawyers, but rather a tool to improve efficiency and accuracy that will not eliminate the need for lawyers, but will change how legal services and advice are consumed and delivered.

Table of Contents

  • About the Author
  • Executive Summary
  • Understanding Artificial Intelligence
  • Building Artificial Intelligence in the Law Firm
  • What Law Firms Are Doing with Artificial Intelligence
  • Obstacles to Artificial Intelligence Adoption
  • Steps for Success with Artificial Intelligence
  • Glossary
Headshop of Erin Hichman, Legal Analyst, ALM Intelligence

The Author:
Erin Hichman

Erin is a senior analyst with ALM Legal Intelligence covering legal technology and trends. She has extensive experience researching IT, technology and related services. Prior to joining the Legal Intelligence team, Erin was a senior analyst with ALM Consulting Intelligence, where she led IT Consulting research, covering topics such as cybersecurity, cloud and analytics. In addition, Erin has experience as an analyst with Technology Business Research, covering IT and consulting firms; and with Deloitte as a consultant focusing on IT process improvement and business analysis projects to increase efficiency.

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