“The Human Side of Legal Tech” Conference recap – 4 takeaways

This week, the DraftWise team attended "The Human Side of Legal Tech: Teams, Talent, and Change Management," where knowledge management, change management, and innovation leaders explored how firms can better navigate the human dimensions of AI adoption.

The conversations at the conference showcased a central truth: while technology evolves rapidly, success depends on how firms manage the people side of innovation.

From upskilling talent to reimagining organizational culture, let’s dive into some takeaways from the conference panels. 

4 Change management & people considerations for AI adoption 

Law firms must invest in upskilling their lawyers 

A central theme throughout the conference was the widening gap between traditional legal education and the skills needed in today's AI-driven practice environment. One speaker pointedly observed, "Our legal education is still training lawyers to thrive in a pre-innovation world."

The disconnect between current legal education and the level of innovation in today’s legal industry is prompting forward-thinking firms of all sizes to adopt "AI-first" approaches to upskilling their lawyers. For example, a mid-sized firm with 200 attorneys shared that they’ve taken a particularly innovative stance by offering billable hour credit for lawyers experimenting with AI tools, effectively removing the economic disincentive to skill development.

Another speaker observed, "We're witnessing a fundamental shift in which skills command value.” As AI can increasingly handle routine tasks for knowledge workers, excellence might be less about writing prowess and more about creative problem-solving and strategic thinking. The skills that AI can augment—but not replace—will be high on the recruiter or hiring manager’s list of “must-haves.”

The reality of the generational divide in AI

One panel explored how different generations approach work and technology in law firms, highlighting nuanced attitudes toward AI adoption. While panelists noted adoption patterns are "somewhat generational," they emphasized that age or experience alone doesn't determine technological openness.

Some firms have implemented creative solutions like "AI science fairs”—internal showcases where teams demonstrate technology applications. One of the panel’s speakers, a partner at a top law firm, mentioned that this activity has proven remarkably effective at engaging attorneys across all career stages.

Perhaps counterintuitively, several speakers highlighted how AI tools are particularly well-suited for senior attorneys. Their deep experience allows them to effectively guide and evaluate AI outputs while leveraging the technology to enhance their expertise, challenging the conventional assumption that younger professionals primarily drive technology adoption.

Engaging lawyers will look different than other knowledge workers 

Managing technological change in law firms presents distinct challenges due to the professional characteristics of attorneys themselves. One speaker shared specific lawyer traits that impact technology adoption: notably high skepticism, lower resilience to change, substantial autonomy, and a sense of urgency that can paradoxically impede systematic transformation.

While conventional change management might require seven touchpoints for adoption, legal professionals typically need ten or more, along with varied approaches. The conference characterized the current environment as a "perfect storm" for innovation, but one that demands visible leadership commitment, dedicated resources, and clear incentives to overcome the profession's inherent resistance to change.

Your deal team needs more than lawyers 

Discussions on talent acquisition revealed that firms must carefully align their vision and strategy when creating innovation-focused positions. Speakers noted that job titles and roles send powerful internal and external signals about a firm's commitment to technological advancement.

One surprising statistic shared was that only about 10% of firms currently have a formal AI policy, highlighting a significant opportunity for differentiation through strategic hiring. The conversations underscored a broader shift in legal team composition, with growing recognition of the need for diverse professional roles beyond traditional attorney tracks—including technologists, data scientists, and change management specialists who can bridge the gap between legal expertise and technological capabilities.

Achieving AI readiness: The journey from pilot transformation

As firms navigate different stages of AI readiness, the path to effective adoption requires thoughtful planning and a culture of experimentation.

One panelist's comment resonated deeply: "We're all experts in the making," acknowledging that everyone—from managing partners to new associates—is learning in real-time. Speakers emphasized the value of "failing smarter" by using pilot programs to gather data that can inform broader implementation. Rather than attempting complete and instant transformation, successful firms start with low-stakes applications and create space for controlled experimentation.

The most compelling vision for the future centered on achieving "human-machine symbiosis," where work is thoughtfully divided between AI and human capabilities. As we prepare to release our AI features at Legalweek publicly, we're excited to contribute to this transformation while recognizing that the premium will increasingly be on uniquely human skills—creativity, empathy, and strategic thinking—that complement rather than compete with technological capabilities.

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