In early 2025, it was still common to talk about the “tech-savvy lawyer” as a niche profile. Over the course of this year, that idea has become dated. Surveys now show that a very large majority of lawyers use generative AI at least weekly, often through tools embedded directly into research platforms, document systems, and practice management software. The new baseline is the AI-fluent lawyer. Core expectations now include: Confident use of generative AI for research, drafting, and summarising Understanding of the limits of AI, including hallucination and bias risks Ability to structure tasks so that AI tools produce reliable, reviewable work Collaboration with legal operations, knowledge, and IT teams on workflows and data quality In other words, the essential skill is no longer simply knowing which software exists, but knowing how to orchestrate human expertise and machine capability inside a compliant workflow. From pilots to platforms The biggest change in 2025 has been the move from scattered AI experiments to planned firm-wide platforms. Recent industry reports show firms investing heavily in integrated AI capabilities that sit on top of existing systems, including research, document management, billing, and knowledge repositories. American Bar Association These platforms are now being used for: Research and knowledge Natural language queries across internal and external sources Automated synthesis of case law and regulatory materials Drafting and review First draft contracts, memos, and emails that lawyers then refine Clause comparison across large contract libraries Litigation and investigations Document review and issue spotting across very large data sets Chronology building and theme development for trial teams Firm operations Time entry assistance, billing narrative drafting, and work allocation Forecasting of matter budgets and profitability As a result, the competitive edge no longer comes from using AI at all, but from how intelligently firms connect AI to their data, processes, and people. AI and ethics: from concern to capability With rapid adoption has come a serious focus on professional responsibility. In 2024, the American Bar Association issued its first formal guidance on lawyers’ use of generative AI, emphasising duties of competence, confidentiality, supervision, and communication with clients. American Bar Association ACEDS In 2025, firms have translated that guidance into practical governance frameworks that are now central to hiring and promotion: Clear policies on which tools may be used and for what purposes Rules for handling client data, especially when cloud services are involved Mandatory AI training for lawyers and staff Audit trails that record how AI tools were used on a matter Security and data protection remain major barriers to adoption, which makes lawyers who understand privacy, cybersecurity, and AI governance especially valuable. BB Hub Assets Rather than viewing ethics as a brake on innovation, leading organisations treat it as a design constraint. The lawyers who can build trustworthy AI-enabled workflows are becoming central to client relationships and risk management. How AI is reshaping legal recruitment Recruitment has already adjusted to this new reality. Job descriptions for associates and counsel now routinely ask for experience with AI-enabled research platforms, automation tools, and data-driven decision making. Firms are no longer satisfied with a general interest in technology. They are looking for candidates who can describe specific use cases, measurable outcomes, and the safeguards they applied. Several trends stand out: Demand for AI-literate generalists Candidates who can use AI to manage complex, cross-border matters efficiently are in high demand in corporate, disputes, investigations, and regulatory practices. Federal Bar Association Growth of hybrid roles Legal operations, knowledge engineering, and product counsel roles increasingly sit at the intersection of law, data, and technology. Lawyers who move into these positions are shaping how entire organisations work, not just individual cases. Emphasis on business value New hires are expected to show how they can use technology to improve margin, client satisfaction, and risk control, not simply their own personal productivity. At the same time, 2025 has reminded the profession that AI can change staffing models. High-profile firms have already reduced some business services roles as they increase AI use and shift work to lower-cost locations. The Guardian Yet those same changes are creating new opportunities in data, process, and change management. For lawyers, the message is clear: the more you contribute to designing and leading the new model, the safer and more interesting your career becomes. From efficiency tool to strategic partner Early legal AI discussions focused almost entirely on efficiency. Recent surveys show that while time savings remain important, firms and in-house teams now view AI as a strategic partner that can free lawyers to focus on high-value work and new service lines. Disco Key shifts include: Moving away from simply doing the same work faster, toward redesigning matters from the ground up with AI in mind Using AI to support scenario planning, risk modelling, and board-level decision-making Exploring pricing models that reflect value delivered rather than hours recorded, supported by better data about outcomes This is where AI becomes a clear opportunity rather than a threat. If routine work is automated, the scarce resource becomes trusted human judgment about strategy, negotiation, advocacy, and client relationships. AI amplifies the impact of those skills instead of replacing them. The new core skill set for legal professionals The classic list of “legal tech skills” now needs an upgrade. Forward-looking lawyers are developing capabilities in five broad areas: AI literacy and workflow design Understanding how different models work and where they fail Breaking legal tasks into steps that can safely involve AI Designing prompts and review processes that produce reliable results Data competence Reading and questioning analytics, not just accepting dashboards Knowing how data is collected, cleaned, and governed inside the organisation Working with data teams on metrics for risk, value, and performance Cybersecurity and privacy by design Embedding confidentiality safeguards into every AI workflow Understanding cross-border data transfer rules and sector-specific regulations Change leadership and communication Explaining AI risks and benefits clearly to clients, judges and regulators Training colleagues and supervising junior lawyers who use AI tools Substantive expertise in AI-related fields Advising on AI regulation, algorithmic accountability, and automated decision making Handling disputes and investigations that turn on data, code, and models Each of these areas deepens, rather than diminishes, the need for strong legal analysis, judgment, and ethics. Preparing for the next decade of AI-enabled practice Looking ahead, the lawyers who benefit most from AI will be those who treat it as a continuous learning journey rather than a single course or certificate. Practical steps include: Using AI in daily work with deliberate experimentation and careful review Seeking roles on internal AI or innovation committees Building cross-functional networks with technologists, project managers, and data scientists Following bar association guidance and case law on AI as it evolves Developing a personal narrative that explains how you use technology to create better outcomes for clients and colleagues Far from signalling the end of the profession, AI is forcing the legal industry to clarify what only a human lawyer can do. That clarity is already rewarding those who lean into change, invest in new skills, and position themselves as the trusted human intelligence at the centre of intelligent tools. Sources American Bar Association, Legal Technology Survey Report 2024 and related updates on legal tech trends and cloud and AI adoption. MyCase, “Guide to Using AI in Law: How Firms are Adapting” (2025). Thomson Reuters, “Artificial Intelligence and Law: Guide for Legal Professionals” and “Future of Professionals Report” (2025). Bloomberg Law, “Legal Ops and Tech Survey” and related reports on barriers and security concerns in AI adoption. BB Hub Assets American Bar Association, Formal opinion on generative AI, and commentary summarised by ACEDS and US Legal Support on AI and legal ethics. Federal Bar Association and other industry surveys on AI adoption by practice area and firm type. Guardian reporting on Clifford Chance workforce changes linked to AI adoption. Generative AI and the Legal Profession in 2025.”