{"id":48290,"topic":"ai","source":"Thomson Reuters Legal Solutions","title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","url_hash":"84fe3d9499c79ee9f9c7d408a4db08e4ec5ab516","author":"","summary":"AI implementation FAQs: What legal leaders ask most often Thomson Reuters Legal Solutions","content":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.\nHighlights\n- Only 22% of law firms have a visible AI strategy despite 41% actively using generative AI tools.\n- Leadership commitment, not technology adoption, determines whether AI initiatives spread firmwide or stall in pilot mode.\n- Agentic AI is reshaping legal work already, and firms building AI-ready cultures now will lead when it matures.\nLaw firm leaders are past the question of whether to adopt AI. The harder question is about how to make it work at scale.\nAccording to the 2026 Thomson Reuters AI in Professional Services Report, 41% of law firms now report active generative AI use, up from 28% in 2025. Yet only 22% have a visible AI strategy in place. That gap is where firms lose ground, and where the right answers matter most.\nThe following questions reflect what Thomson Reuters AI Accelerate advisors hear most often from legal leaders navigating implementation.\nJump to ↓\nWhy do most law firm AI implementations fail?\nMost law firm AI implementations fail not because the technology underperforms, but because the organizational strategy is insufficient. Firms buy tools, run a pilot, and watch adoption plateau while a handful of enthusiasts carry the product and everyone else reverts to existing workflows.\nThe root cause is almost always the same: AI was treated as a technology decision rather than a cultural one. Without firm-wide strategy, clear governance, and defined success metrics, even well-resourced implementations stall. Understanding why firms are struggling with AI ROI starts with recognizing that the gap is strategic, not technological.\nHow important is leadership in AI implementation?\nLeadership is the single most critical factor in successful law firm AI implementation. Without visible senior-level commitment, AI initiatives fragment: tech-forward attorneys adopt independently while skeptics disengage, creating inconsistent workflows and uneven client outcomes.\n“It has to be someone who can sit across from the partners with a frank business purpose versus just another tool in a tool bag,” says Laura Russel, Lead Client Advisor for Transformation Services at Thomson Reuters. “If you don’t have senior leadership buying into not only the tool, but the change that needs to happen culturally, it won’t go anywhere.”\nThe practical markers of leadership-driven implementation include:\n- Partners use the tools themselves and speak publicly to their value\n- AI expectations appear in firm communications, partner meetings, and performance reviews\n- Governance is established from the start, not after problems emerge\n \nUnderstanding the ethical dimensions of generative AI in legal practice is a non-negotiable part of that governance layer, and it must be owned at the top.\nHow should law firms train attorneys and staff on AI?\nEffective law firm AI training is role-specific, experiential, and built around real tasks, not feature walkthroughs. The firms seeing the highest adoption are those that replaced generic product demos with structured playbooks tailored to what each role does every day.\nThree steps drive the most effective playbooks:\n- Establish a shared baseline: Every person in the firm needs a common vocabulary for what AI can and cannot do before practice-group training begins. The eight steps every attorney must follow before using AI on a client matter provide a practical foundation.\n- Train through use: “The best way to learn an AI tool is to use it,” says Ken Lam, Lead AI Transformation Project Engineer at Thomson Reuters. Get people using tools on low-stakes tasks immediately. Prompting intuition only develops through practice.\n- Master the narrow slices first: Identify specific, repeatable tasks where AI delivers fast results and build proficiency there before expanding. The strongest entry points include:- Legal research: Where deep research capabilities can compress days of work into minutes.\n- Contract review: Where AI can reduce turnaround times by up to 70%.\n- Litigation support: Where agentic tools accelerate investigative workflows by surfacing document patterns in hours rather than weeks.\n \n \n \nEach quick win builds internal credibility, and internal credibility spreads adoption faster than any mandate.\nWhat is the difference between AI adoption and AI adaptation?\nAdoption means tools are deployed. Adaptation means the firm has changed how it fundamentally operates to reflect what AI makes possible: its workflows, staffing models, billing structures, and client service approach.\n“For years, the focus has been on adoption,” says Vjollca Prroni Young, Lead Client Advisor at Thomson Reuters. “We have not been focused on adaptation. These are two very different things that people in organizations go through.”\nThe most successful firms move through three stages:\n- Adopt: Build competency and generate early wins.\n- Adapt: Evolve workflows and the business model in parallel.\n- Advance: Scale what works and embed continuous improvement.\n \nThe forces reshaping law firm success in 2026 make the urgency clear: 90% of legal revenue still comes from hourly billing, even as AI reduces the time needed to produce the same work.\nWhat is agentic AI, and why should law firm leaders pay attention now?\nAgentic AI refers to systems capable of carrying out multi-step legal tasks with minimal human intervention, including researching a regulation, drafting a document based on findings, flagging issues, and iterating, pausing only at defined decision points.\n“You can give an agent a series of tasks, and it will continue with them until the job is done,” says Laura Russel of Thomson Reuters. “It moves me as an attorney from initial collection drafting to a reviewer. I’m now charging a higher billable rate and doing higher-level tasks.”\nFirms of every size are already gaining enterprise-grade AI capability that was previously available only to the largest practices. Firms building AI-ready cultures today, with governance, training, and leadership alignment in place, will be positioned to lead when agentic capabilities fully mature. Those still in pilot mode will be playing catch-up.\nThe competitive window is open now, not indefinitely\nFor legal professionals, these questions aren’t academic. They shape how matters are staffed, how clients are served, and how a firm competes for the work that matters most. The billable hour is under pressure. Client expectations are rising. And firms investing in AI as a strategic capability, not just a technology experiment, are quietly pulling ahead.\nThe structured approach to implementation, from leadership alignment through training and into firm-wide adaptation, is what separates that group from those still managing uneven pilots.\nActing deliberately now, with a clear framework and measurable goals, is how firms protect their competitive position and build the capabilities that will define their next decade of practice.","image_url":"https://legal.thomsonreuters.com/blog/wp-content/uploads/sites/19/2026/07/AdobeStock_259722625.webp","lang":"en","published_at":"2026-07-28T18:47:37+00:00","fetched_at":"2026-07-28T19:15:05+00:00","status":"read","starred":0,"extract_state":"ok","summary_auto":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","cluster_id":null,"extract_retries":0,"extract_error":null,"contract_version":"news_item.v1","format_contract_version":"news_item_formats.v1","dedup_url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","quality_profile":{"profile_version":"extraction_quality.v2","bucket":"high","confidence":0.9,"failure_kind":"none","retryable":false,"retry_after_attempts":0,"reason":"High confidence: full text extraction produced 7038 characters.","operator_guidance":{"severity":"ok","recommended_action":"trust_full_text","next_step":"Use the extracted full text as the primary article source.","operator_label":"Ready","can_retry":false,"can_use_summary":false,"diagnostics_required":false},"content_depth":{"contract_version":"content_depth.v1","category":"full_text","label":"Full text","has_full_text":true,"has_summary":true,"content_length":7038,"summary_length":149,"usable_text_length":7038,"source_field":"content"},"legacy_collapsed":false,"signals":{"extract_state":"ok","extract_error":null,"extract_retries":0,"content_length":7038,"summary_length":149}},"news_item":{"id":48290,"canonical_url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","source_url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","source_name":"Thomson Reuters Legal Solutions","author":null,"published_at":"2026-07-28T18:47:37+00:00","locale":"en","topic":"ai","tags":[],"rss_summary":"AI implementation FAQs: What legal leaders ask most often Thomson Reuters Legal Solutions","full_text":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.\nHighlights\n- Only 22% of law firms have a visible AI strategy despite 41% actively using generative AI tools.\n- Leadership commitment, not technology adoption, determines whether AI initiatives spread firmwide or stall in pilot mode.\n- Agentic AI is reshaping legal work already, and firms building AI-ready cultures now will lead when it matures.\nLaw firm leaders are past the question of whether to adopt AI. The harder question is about how to make it work at scale.\nAccording to the 2026 Thomson Reuters AI in Professional Services Report, 41% of law firms now report active generative AI use, up from 28% in 2025. Yet only 22% have a visible AI strategy in place. That gap is where firms lose ground, and where the right answers matter most.\nThe following questions reflect what Thomson Reuters AI Accelerate advisors hear most often from legal leaders navigating implementation.\nJump to ↓\nWhy do most law firm AI implementations fail?\nMost law firm AI implementations fail not because the technology underperforms, but because the organizational strategy is insufficient. Firms buy tools, run a pilot, and watch adoption plateau while a handful of enthusiasts carry the product and everyone else reverts to existing workflows.\nThe root cause is almost always the same: AI was treated as a technology decision rather than a cultural one. Without firm-wide strategy, clear governance, and defined success metrics, even well-resourced implementations stall. Understanding why firms are struggling with AI ROI starts with recognizing that the gap is strategic, not technological.\nHow important is leadership in AI implementation?\nLeadership is the single most critical factor in successful law firm AI implementation. Without visible senior-level commitment, AI initiatives fragment: tech-forward attorneys adopt independently while skeptics disengage, creating inconsistent workflows and uneven client outcomes.\n“It has to be someone who can sit across from the partners with a frank business purpose versus just another tool in a tool bag,” says Laura Russel, Lead Client Advisor for Transformation Services at Thomson Reuters. “If you don’t have senior leadership buying into not only the tool, but the change that needs to happen culturally, it won’t go anywhere.”\nThe practical markers of leadership-driven implementation include:\n- Partners use the tools themselves and speak publicly to their value\n- AI expectations appear in firm communications, partner meetings, and performance reviews\n- Governance is established from the start, not after problems emerge\n \nUnderstanding the ethical dimensions of generative AI in legal practice is a non-negotiable part of that governance layer, and it must be owned at the top.\nHow should law firms train attorneys and staff on AI?\nEffective law firm AI training is role-specific, experiential, and built around real tasks, not feature walkthroughs. The firms seeing the highest adoption are those that replaced generic product demos with structured playbooks tailored to what each role does every day.\nThree steps drive the most effective playbooks:\n- Establish a shared baseline: Every person in the firm needs a common vocabulary for what AI can and cannot do before practice-group training begins. The eight steps every attorney must follow before using AI on a client matter provide a practical foundation.\n- Train through use: “The best way to learn an AI tool is to use it,” says Ken Lam, Lead AI Transformation Project Engineer at Thomson Reuters. Get people using tools on low-stakes tasks immediately. Prompting intuition only develops through practice.\n- Master the narrow slices first: Identify specific, repeatable tasks where AI delivers fast results and build proficiency there before expanding. The strongest entry points include:- Legal research: Where deep research capabilities can compress days of work into minutes.\n- Contract review: Where AI can reduce turnaround times by up to 70%.\n- Litigation support: Where agentic tools accelerate investigative workflows by surfacing document patterns in hours rather than weeks.\n \n \n \nEach quick win builds internal credibility, and internal credibility spreads adoption faster than any mandate.\nWhat is the difference between AI adoption and AI adaptation?\nAdoption means tools are deployed. Adaptation means the firm has changed how it fundamentally operates to reflect what AI makes possible: its workflows, staffing models, billing structures, and client service approach.\n“For years, the focus has been on adoption,” says Vjollca Prroni Young, Lead Client Advisor at Thomson Reuters. “We have not been focused on adaptation. These are two very different things that people in organizations go through.”\nThe most successful firms move through three stages:\n- Adopt: Build competency and generate early wins.\n- Adapt: Evolve workflows and the business model in parallel.\n- Advance: Scale what works and embed continuous improvement.\n \nThe forces reshaping law firm success in 2026 make the urgency clear: 90% of legal revenue still comes from hourly billing, even as AI reduces the time needed to produce the same work.\nWhat is agentic AI, and why should law firm leaders pay attention now?\nAgentic AI refers to systems capable of carrying out multi-step legal tasks with minimal human intervention, including researching a regulation, drafting a document based on findings, flagging issues, and iterating, pausing only at defined decision points.\n“You can give an agent a series of tasks, and it will continue with them until the job is done,” says Laura Russel of Thomson Reuters. “It moves me as an attorney from initial collection drafting to a reviewer. I’m now charging a higher billable rate and doing higher-level tasks.”\nFirms of every size are already gaining enterprise-grade AI capability that was previously available only to the largest practices. Firms building AI-ready cultures today, with governance, training, and leadership alignment in place, will be positioned to lead when agentic capabilities fully mature. Those still in pilot mode will be playing catch-up.\nThe competitive window is open now, not indefinitely\nFor legal professionals, these questions aren’t academic. They shape how matters are staffed, how clients are served, and how a firm competes for the work that matters most. The billable hour is under pressure. Client expectations are rising. And firms investing in AI as a strategic capability, not just a technology experiment, are quietly pulling ahead.\nThe structured approach to implementation, from leadership alignment through training and into firm-wide adaptation, is what separates that group from those still managing uneven pilots.\nActing deliberately now, with a clear framework and measurable goals, is how firms protect their competitive position and build the capabilities that will define their next decade of practice.","excerpt":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","extraction":{"state":"ok","confidence":0.9,"error":null,"explanation":"High confidence: full text extraction produced 7038 characters.","diagnostics_url":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","quality_profile":{"profile_version":"extraction_quality.v2","bucket":"high","confidence":0.9,"failure_kind":"none","retryable":false,"retry_after_attempts":0,"reason":"High confidence: full text extraction produced 7038 characters.","operator_guidance":{"severity":"ok","recommended_action":"trust_full_text","next_step":"Use the extracted full text as the primary article source.","operator_label":"Ready","can_retry":false,"can_use_summary":false,"diagnostics_required":false},"content_depth":{"contract_version":"content_depth.v1","category":"full_text","label":"Full text","has_full_text":true,"has_summary":true,"content_length":7038,"summary_length":149,"usable_text_length":7038,"source_field":"content"},"legacy_collapsed":false,"signals":{"extract_state":"ok","extract_error":null,"extract_retries":0,"content_length":7038,"summary_length":149}}},"display_formats":["compact","card","full","digest_section","json"]},"daily_stack_record":{"title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","summary":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","source":"Thomson Reuters Legal Solutions","date":"2026-07-28T18:47:37+00:00","content":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.\nHighlights\n- Only 22% of law firms have a visible AI strategy despite 41% actively using generative AI tools.\n- Leadership commitment, not technology adoption, determines whether AI initiatives spread firmwide or stall in pilot mode.\n- Agentic AI is reshaping legal work already, and firms building AI-ready cultures now will lead when it matures.\nLaw firm leaders are past the question of whether to adopt AI. The harder question is about how to make it work at scale.\nAccording to the 2026 Thomson Reuters AI in Professional Services Report, 41% of law firms now report active generative AI use, up from 28% in 2025. Yet only 22% have a visible AI strategy in place. That gap is where firms lose ground, and where the right answers matter most.\nThe following questions reflect what Thomson Reuters AI Accelerate advisors hear most often from legal leaders navigating implementation.\nJump to ↓\nWhy do most law firm AI implementations fail?\nMost law firm AI implementations fail not because the technology underperforms, but because the organizational strategy is insufficient. Firms buy tools, run a pilot, and watch adoption plateau while a handful of enthusiasts carry the product and everyone else reverts to existing workflows.\nThe root cause is almost always the same: AI was treated as a technology decision rather than a cultural one. Without firm-wide strategy, clear governance, and defined success metrics, even well-resourced implementations stall. Understanding why firms are struggling with AI ROI starts with recognizing that the gap is strategic, not technological.\nHow important is leadership in AI implementation?\nLeadership is the single most critical factor in successful law firm AI implementation. Without visible senior-level commitment, AI initiatives fragment: tech-forward attorneys adopt independently while skeptics disengage, creating inconsistent workflows and uneven client outcomes.\n“It has to be someone who can sit across from the partners with a frank business purpose versus just another tool in a tool bag,” says Laura Russel, Lead Client Advisor for Transformation Services at Thomson Reuters. “If you don’t have senior leadership buying into not only the tool, but the change that needs to happen culturally, it won’t go anywhere.”\nThe practical markers of leadership-driven implementation include:\n- Partners use the tools themselves and speak publicly to their value\n- AI expectations appear in firm communications, partner meetings, and performance reviews\n- Governance is established from the start, not after problems emerge\n \nUnderstanding the ethical dimensions of generative AI in legal practice is a non-negotiable part of that governance layer, and it must be owned at the top.\nHow should law firms train attorneys and staff on AI?\nEffective law firm AI training is role-specific, experiential, and built around real tasks, not feature walkthroughs. The firms seeing the highest adoption are those that replaced generic product demos with structured playbooks tailored to what each role does every day.\nThree steps drive the most effective playbooks:\n- Establish a shared baseline: Every person in the firm needs a common vocabulary for what AI can and cannot do before practice-group training begins. The eight steps every attorney must follow before using AI on a client matter provide a practical foundation.\n- Train through use: “The best way to learn an AI tool is to use it,” says Ken Lam, Lead AI Transformation Project Engineer at Thomson Reuters. Get people using tools on low-stakes tasks immediately. Prompting intuition only develops through practice.\n- Master the narrow slices first: Identify specific, repeatable tasks where AI delivers fast results and build proficiency there before expanding. The strongest entry points include:- Legal research: Where deep research capabilities can compress days of work into minutes.\n- Contract review: Where AI can reduce turnaround times by up to 70%.\n- Litigation support: Where agentic tools accelerate investigative workflows by surfacing document patterns in hours rather than weeks.\n \n \n \nEach quick win builds internal credibility, and internal credibility spreads adoption faster than any mandate.\nWhat is the difference between AI adoption and AI adaptation?\nAdoption means tools are deployed. Adaptation means the firm has changed how it fundamentally operates to reflect what AI makes possible: its workflows, staffing models, billing structures, and client service approach.\n“For years, the focus has been on adoption,” says Vjollca Prroni Young, Lead Client Advisor at Thomson Reuters. “We have not been focused on adaptation. These are two very different things that people in organizations go through.”\nThe most successful firms move through three stages:\n- Adopt: Build competency and generate early wins.\n- Adapt: Evolve workflows and the business model in parallel.\n- Advance: Scale what works and embed continuous improvement.\n \nThe forces reshaping law firm success in 2026 make the urgency clear: 90% of legal revenue still comes from hourly billing, even as AI reduces the time needed to produce the same work.\nWhat is agentic AI, and why should law firm leaders pay attention now?\nAgentic AI refers to systems capable of carrying out multi-step legal tasks with minimal human intervention, including researching a regulation, drafting a document based on findings, flagging issues, and iterating, pausing only at defined decision points.\n“You can give an agent a series of tasks, and it will continue with them until the job is done,” says Laura Russel of Thomson Reuters. “It moves me as an attorney from initial collection drafting to a reviewer. I’m now charging a higher billable rate and doing higher-level tasks.”\nFirms of every size are already gaining enterprise-grade AI capability that was previously available only to the largest practices. Firms building AI-ready cultures today, with governance, training, and leadership alignment in place, will be positioned to lead when agentic capabilities fully mature. Those still in pilot mode will be playing catch-up.\nThe competitive window is open now, not indefinitely\nFor legal professionals, these questions aren’t academic. They shape how matters are staffed, how clients are served, and how a firm competes for the work that matters most. The billable hour is under pressure. Client expectations are rising. And firms investing in AI as a strategic capability, not just a technology experiment, are quietly pulling ahead.\nThe structured approach to implementation, from leadership alignment through training and into firm-wide adaptation, is what separates that group from those still managing uneven pilots.\nActing deliberately now, with a clear framework and measurable goals, is how firms protect their competitive position and build the capabilities that will define their next decade of practice.","confidence":0.9,"diagnostics_url":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","quality_bucket":"high","failure_kind":"none","retryable":false,"quality_reason":"High confidence: full text extraction produced 7038 characters.","quality_profile":{"profile_version":"extraction_quality.v2","bucket":"high","confidence":0.9,"failure_kind":"none","retryable":false,"retry_after_attempts":0,"reason":"High confidence: full text extraction produced 7038 characters.","operator_guidance":{"severity":"ok","recommended_action":"trust_full_text","next_step":"Use the extracted full text as the primary article source.","operator_label":"Ready","can_retry":false,"can_use_summary":false,"diagnostics_required":false},"content_depth":{"contract_version":"content_depth.v1","category":"full_text","label":"Full text","has_full_text":true,"has_summary":true,"content_length":7038,"summary_length":149,"usable_text_length":7038,"source_field":"content"},"legacy_collapsed":false,"signals":{"extract_state":"ok","extract_error":null,"extract_retries":0,"content_length":7038,"summary_length":149}},"tags":[]},"fallback_formats":["markdown","json","html"],"actions":{"read":"/item/48290","export_markdown":"/api/items/48290/export?format=markdown","export_json":"/api/items/48290/export?format=json","diagnose":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/"},"formats":{"full":{"id":48290,"title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","source":"Thomson Reuters Legal Solutions","author":null,"published_at":"2026-07-28T18:47:37+00:00","locale":"en","topic":"ai","tags":[],"excerpt":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","full_text":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.\nHighlights\n- Only 22% of law firms have a visible AI strategy despite 41% actively using generative AI tools.\n- Leadership commitment, not technology adoption, determines whether AI initiatives spread firmwide or stall in pilot mode.\n- Agentic AI is reshaping legal work already, and firms building AI-ready cultures now will lead when it matures.\nLaw firm leaders are past the question of whether to adopt AI. The harder question is about how to make it work at scale.\nAccording to the 2026 Thomson Reuters AI in Professional Services Report, 41% of law firms now report active generative AI use, up from 28% in 2025. Yet only 22% have a visible AI strategy in place. That gap is where firms lose ground, and where the right answers matter most.\nThe following questions reflect what Thomson Reuters AI Accelerate advisors hear most often from legal leaders navigating implementation.\nJump to ↓\nWhy do most law firm AI implementations fail?\nMost law firm AI implementations fail not because the technology underperforms, but because the organizational strategy is insufficient. Firms buy tools, run a pilot, and watch adoption plateau while a handful of enthusiasts carry the product and everyone else reverts to existing workflows.\nThe root cause is almost always the same: AI was treated as a technology decision rather than a cultural one. Without firm-wide strategy, clear governance, and defined success metrics, even well-resourced implementations stall. Understanding why firms are struggling with AI ROI starts with recognizing that the gap is strategic, not technological.\nHow important is leadership in AI implementation?\nLeadership is the single most critical factor in successful law firm AI implementation. Without visible senior-level commitment, AI initiatives fragment: tech-forward attorneys adopt independently while skeptics disengage, creating inconsistent workflows and uneven client outcomes.\n“It has to be someone who can sit across from the partners with a frank business purpose versus just another tool in a tool bag,” says Laura Russel, Lead Client Advisor for Transformation Services at Thomson Reuters. “If you don’t have senior leadership buying into not only the tool, but the change that needs to happen culturally, it won’t go anywhere.”\nThe practical markers of leadership-driven implementation include:\n- Partners use the tools themselves and speak publicly to their value\n- AI expectations appear in firm communications, partner meetings, and performance reviews\n- Governance is established from the start, not after problems emerge\n \nUnderstanding the ethical dimensions of generative AI in legal practice is a non-negotiable part of that governance layer, and it must be owned at the top.\nHow should law firms train attorneys and staff on AI?\nEffective law firm AI training is role-specific, experiential, and built around real tasks, not feature walkthroughs. The firms seeing the highest adoption are those that replaced generic product demos with structured playbooks tailored to what each role does every day.\nThree steps drive the most effective playbooks:\n- Establish a shared baseline: Every person in the firm needs a common vocabulary for what AI can and cannot do before practice-group training begins. The eight steps every attorney must follow before using AI on a client matter provide a practical foundation.\n- Train through use: “The best way to learn an AI tool is to use it,” says Ken Lam, Lead AI Transformation Project Engineer at Thomson Reuters. Get people using tools on low-stakes tasks immediately. Prompting intuition only develops through practice.\n- Master the narrow slices first: Identify specific, repeatable tasks where AI delivers fast results and build proficiency there before expanding. The strongest entry points include:- Legal research: Where deep research capabilities can compress days of work into minutes.\n- Contract review: Where AI can reduce turnaround times by up to 70%.\n- Litigation support: Where agentic tools accelerate investigative workflows by surfacing document patterns in hours rather than weeks.\n \n \n \nEach quick win builds internal credibility, and internal credibility spreads adoption faster than any mandate.\nWhat is the difference between AI adoption and AI adaptation?\nAdoption means tools are deployed. Adaptation means the firm has changed how it fundamentally operates to reflect what AI makes possible: its workflows, staffing models, billing structures, and client service approach.\n“For years, the focus has been on adoption,” says Vjollca Prroni Young, Lead Client Advisor at Thomson Reuters. “We have not been focused on adaptation. These are two very different things that people in organizations go through.”\nThe most successful firms move through three stages:\n- Adopt: Build competency and generate early wins.\n- Adapt: Evolve workflows and the business model in parallel.\n- Advance: Scale what works and embed continuous improvement.\n \nThe forces reshaping law firm success in 2026 make the urgency clear: 90% of legal revenue still comes from hourly billing, even as AI reduces the time needed to produce the same work.\nWhat is agentic AI, and why should law firm leaders pay attention now?\nAgentic AI refers to systems capable of carrying out multi-step legal tasks with minimal human intervention, including researching a regulation, drafting a document based on findings, flagging issues, and iterating, pausing only at defined decision points.\n“You can give an agent a series of tasks, and it will continue with them until the job is done,” says Laura Russel of Thomson Reuters. “It moves me as an attorney from initial collection drafting to a reviewer. I’m now charging a higher billable rate and doing higher-level tasks.”\nFirms of every size are already gaining enterprise-grade AI capability that was previously available only to the largest practices. Firms building AI-ready cultures today, with governance, training, and leadership alignment in place, will be positioned to lead when agentic capabilities fully mature. Those still in pilot mode will be playing catch-up.\nThe competitive window is open now, not indefinitely\nFor legal professionals, these questions aren’t academic. They shape how matters are staffed, how clients are served, and how a firm competes for the work that matters most. The billable hour is under pressure. Client expectations are rising. And firms investing in AI as a strategic capability, not just a technology experiment, are quietly pulling ahead.\nThe structured approach to implementation, from leadership alignment through training and into firm-wide adaptation, is what separates that group from those still managing uneven pilots.\nActing deliberately now, with a clear framework and measurable goals, is how firms protect their competitive position and build the capabilities that will define their next decade of practice.","reading_time_min":5,"extraction":{"state":"ok","confidence":0.9,"error":null,"explanation":"High confidence: full text extraction produced 7038 characters.","diagnostics_url":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","quality_profile":{"profile_version":"extraction_quality.v2","bucket":"high","confidence":0.9,"failure_kind":"none","retryable":false,"retry_after_attempts":0,"reason":"High confidence: full text extraction produced 7038 characters.","operator_guidance":{"severity":"ok","recommended_action":"trust_full_text","next_step":"Use the extracted full text as the primary article source.","operator_label":"Ready","can_retry":false,"can_use_summary":false,"diagnostics_required":false},"content_depth":{"contract_version":"content_depth.v1","category":"full_text","label":"Full text","has_full_text":true,"has_summary":true,"content_length":7038,"summary_length":149,"usable_text_length":7038,"source_field":"content"},"legacy_collapsed":false,"signals":{"extract_state":"ok","extract_error":null,"extract_retries":0,"content_length":7038,"summary_length":149}}},"quality_profile":{"profile_version":"extraction_quality.v2","bucket":"high","confidence":0.9,"failure_kind":"none","retryable":false,"retry_after_attempts":0,"reason":"High confidence: full text extraction produced 7038 characters.","operator_guidance":{"severity":"ok","recommended_action":"trust_full_text","next_step":"Use the extracted full text as the primary article source.","operator_label":"Ready","can_retry":false,"can_use_summary":false,"diagnostics_required":false},"content_depth":{"contract_version":"content_depth.v1","category":"full_text","label":"Full text","has_full_text":true,"has_summary":true,"content_length":7038,"summary_length":149,"usable_text_length":7038,"source_field":"content"},"legacy_collapsed":false,"signals":{"extract_state":"ok","extract_error":null,"extract_retries":0,"content_length":7038,"summary_length":149}},"actions":{"read":"/item/48290","export_markdown":"/api/items/48290/export?format=markdown","export_json":"/api/items/48290/export?format=json","diagnose":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/"}},"digest":{"id":48290,"title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","source":"Thomson Reuters Legal Solutions","topic":"ai","published_at":"2026-07-28T18:47:37+00:00","excerpt":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","quality_bucket":"high","quality_reason":"High confidence: full text extraction produced 7038 characters.","reading_time_min":5,"cluster_id":null},"card":{"display_title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","subtitle":"Thomson Reuters Legal Solutions · 2026-07-28","summary":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","badges":["quality:high"],"links":{"read":"/item/48290","original":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","diagnose":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/"},"quality_warning":null},"export":{"title":"AI implementation FAQs: What legal leaders ask most often - Thomson Reuters Legal Solutions","url":"https://legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","summary":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.","source":"Thomson Reuters Legal Solutions","date":"2026-07-28T18:47:37+00:00","content":"From strategy to scale, legal leaders need more than AI tools. They need a practical roadmap for turning law firm AI adoption into measurable impact.\nHighlights\n- Only 22% of law firms have a visible AI strategy despite 41% actively using generative AI tools.\n- Leadership commitment, not technology adoption, determines whether AI initiatives spread firmwide or stall in pilot mode.\n- Agentic AI is reshaping legal work already, and firms building AI-ready cultures now will lead when it matures.\nLaw firm leaders are past the question of whether to adopt AI. The harder question is about how to make it work at scale.\nAccording to the 2026 Thomson Reuters AI in Professional Services Report, 41% of law firms now report active generative AI use, up from 28% in 2025. Yet only 22% have a visible AI strategy in place. That gap is where firms lose ground, and where the right answers matter most.\nThe following questions reflect what Thomson Reuters AI Accelerate advisors hear most often from legal leaders navigating implementation.\nJump to ↓\nWhy do most law firm AI implementations fail?\nMost law firm AI implementations fail not because the technology underperforms, but because the organizational strategy is insufficient. Firms buy tools, run a pilot, and watch adoption plateau while a handful of enthusiasts carry the product and everyone else reverts to existing workflows.\nThe root cause is almost always the same: AI was treated as a technology decision rather than a cultural one. Without firm-wide strategy, clear governance, and defined success metrics, even well-resourced implementations stall. Understanding why firms are struggling with AI ROI starts with recognizing that the gap is strategic, not technological.\nHow important is leadership in AI implementation?\nLeadership is the single most critical factor in successful law firm AI implementation. Without visible senior-level commitment, AI initiatives fragment: tech-forward attorneys adopt independently while skeptics disengage, creating inconsistent workflows and uneven client outcomes.\n“It has to be someone who can sit across from the partners with a frank business purpose versus just another tool in a tool bag,” says Laura Russel, Lead Client Advisor for Transformation Services at Thomson Reuters. “If you don’t have senior leadership buying into not only the tool, but the change that needs to happen culturally, it won’t go anywhere.”\nThe practical markers of leadership-driven implementation include:\n- Partners use the tools themselves and speak publicly to their value\n- AI expectations appear in firm communications, partner meetings, and performance reviews\n- Governance is established from the start, not after problems emerge\n \nUnderstanding the ethical dimensions of generative AI in legal practice is a non-negotiable part of that governance layer, and it must be owned at the top.\nHow should law firms train attorneys and staff on AI?\nEffective law firm AI training is role-specific, experiential, and built around real tasks, not feature walkthroughs. The firms seeing the highest adoption are those that replaced generic product demos with structured playbooks tailored to what each role does every day.\nThree steps drive the most effective playbooks:\n- Establish a shared baseline: Every person in the firm needs a common vocabulary for what AI can and cannot do before practice-group training begins. The eight steps every attorney must follow before using AI on a client matter provide a practical foundation.\n- Train through use: “The best way to learn an AI tool is to use it,” says Ken Lam, Lead AI Transformation Project Engineer at Thomson Reuters. Get people using tools on low-stakes tasks immediately. Prompting intuition only develops through practice.\n- Master the narrow slices first: Identify specific, repeatable tasks where AI delivers fast results and build proficiency there before expanding. The strongest entry points include:- Legal research: Where deep research capabilities can compress days of work into minutes.\n- Contract review: Where AI can reduce turnaround times by up to 70%.\n- Litigation support: Where agentic tools accelerate investigative workflows by surfacing document patterns in hours rather than weeks.\n \n \n \nEach quick win builds internal credibility, and internal credibility spreads adoption faster than any mandate.\nWhat is the difference between AI adoption and AI adaptation?\nAdoption means tools are deployed. Adaptation means the firm has changed how it fundamentally operates to reflect what AI makes possible: its workflows, staffing models, billing structures, and client service approach.\n“For years, the focus has been on adoption,” says Vjollca Prroni Young, Lead Client Advisor at Thomson Reuters. “We have not been focused on adaptation. These are two very different things that people in organizations go through.”\nThe most successful firms move through three stages:\n- Adopt: Build competency and generate early wins.\n- Adapt: Evolve workflows and the business model in parallel.\n- Advance: Scale what works and embed continuous improvement.\n \nThe forces reshaping law firm success in 2026 make the urgency clear: 90% of legal revenue still comes from hourly billing, even as AI reduces the time needed to produce the same work.\nWhat is agentic AI, and why should law firm leaders pay attention now?\nAgentic AI refers to systems capable of carrying out multi-step legal tasks with minimal human intervention, including researching a regulation, drafting a document based on findings, flagging issues, and iterating, pausing only at defined decision points.\n“You can give an agent a series of tasks, and it will continue with them until the job is done,” says Laura Russel of Thomson Reuters. “It moves me as an attorney from initial collection drafting to a reviewer. I’m now charging a higher billable rate and doing higher-level tasks.”\nFirms of every size are already gaining enterprise-grade AI capability that was previously available only to the largest practices. Firms building AI-ready cultures today, with governance, training, and leadership alignment in place, will be positioned to lead when agentic capabilities fully mature. Those still in pilot mode will be playing catch-up.\nThe competitive window is open now, not indefinitely\nFor legal professionals, these questions aren’t academic. They shape how matters are staffed, how clients are served, and how a firm competes for the work that matters most. The billable hour is under pressure. Client expectations are rising. And firms investing in AI as a strategic capability, not just a technology experiment, are quietly pulling ahead.\nThe structured approach to implementation, from leadership alignment through training and into firm-wide adaptation, is what separates that group from those still managing uneven pilots.\nActing deliberately now, with a clear framework and measurable goals, is how firms protect their competitive position and build the capabilities that will define their next decade of practice.","confidence":0.9,"diagnostics_url":"/api/diagnose?url=https%3A//legal.thomsonreuters.com/blog/what-legal-leaders-ask-most/","quality_bucket":"high","failure_kind":"none","retryable":false,"quality_reason":"High confidence: full text extraction produced 7038 characters.","quality_profile":{"profile_version":"extraction_quality.v2","bucket":"high","confidence":0.9,"failure_kind":"none","retryable":false,"retry_after_attempts":0,"reason":"High confidence: full text extraction produced 7038 characters.","operator_guidance":{"severity":"ok","recommended_action":"trust_full_text","next_step":"Use the extracted full text as the primary article source.","operator_label":"Ready","can_retry":false,"can_use_summary":false,"diagnostics_required":false},"content_depth":{"contract_version":"content_depth.v1","category":"full_text","label":"Full text","has_full_text":true,"has_summary":true,"content_length":7038,"summary_length":149,"usable_text_length":7038,"source_field":"content"},"legacy_collapsed":false,"signals":{"extract_state":"ok","extract_error":null,"extract_retries":0,"content_length":7038,"summary_length":149}},"tags":[],"format_contract_version":"news_item_formats.v1"}}}