For the past few years, this column has focused primarily on generative artificial intelligence software. In each column, I offer an overview of a category of AI software, including what it does, how to choose the right tool for your firm, and available options in the marketplace.
It’s not an easy task since AI is a moving target. Technology is advancing rapidly, with new tools and use cases cropping up seemingly overnight. My hope is that my articles offer guidance in the midst of rapid change, helping to streamline understanding of the legal generative AI marketplace.
Having been armed with information on software categories and options, the next step is to choose the right tools for your firm’s needs. Choosing and adopting software can sometimes feel overwhelming. The novelty of AI can add to the pressure, further complicating the software vetting and purchasing process.
It doesn’t have to be that way. Let’s cut through the noise. What follows is a straightforward generative AI implementation road map for decision-makers at small law firms that will help you get on a path toward success.
Get to know your gen AI
First and foremost, you need to personally experiment with generative AI. Choose one of the well-known tools (ChatGPT, Claude, or Gemini) and consider it an eager assistant available 24/7 to handle all of your mundane or tedious tasks. Assume it also has both a pathological lying problem and an inability to keep a secret.
Accordingly, don’t enter any confidential information into it, and carefully review all output provided. Use it every day for two weeks so that you fully understand the potential of generative AI in law firms.
In the meantime, draft an AI policy. You’re going to need one in place when you roll out AI tools into your firm, so there’s no time like the present. And now that you know how to use generative AI, leverage it to assist in drafting guidelines for your employees. After carefully reviewing and editing the final policy, share it firmwide.
Next, talk to key employee stakeholders in your law firm. Ask if they’re already using AI in their daily workflows. If they are, determine how they’re currently using it and how they would like to use it moving forward.
If they’re not yet using it, make sure they spend two weeks experimenting with generative AI tools just as you did. Once they’ve done so, get their feedback on when and how they think they’ll use it most.
Implementation
Armed with that information, identify your top AI law practice and business management goals, both short-term and long-term. How can AI increase productivity and profitability in your firm? Are there workflows it can automate, replace or significantly streamline? Are there business use cases that will enable you to make more informed, strategic decisions that will lead to increased revenue and reduced costs?
Based on your answers to those questions, create a list of the top five (or more) ways AI tools could make a notable difference in your firm’s day-to-day workflows and processes.
Once you’ve identified the most impactful current and future use cases, don’t overlook your firm’s current tech stack when researching AI solutions. After all, you’ve already vetted and established relationships with the providers of those software systems. These tools get the job done and are already familiar and intuitive to your staff. And you’ve entrusted your firm’s data to these companies because you know there are adequate processes in place that securely protect your law firm’s confidential client data.
Questions to ask the providers include: Has AI already been embedded in the software? Is it being beta tested? If so, can you join the test group so that you’ll be the first to experiment with new features?
Determine their plans for future AI development. What is their immediate and long-term road map for the features you’ve identified as essential? If they don’t plan to invest in some of your required use cases, do they integrate with other tools that offer that AI-enabled functionality?
If, after these discussions, you determine that there are gaps and that your sought-after AI functionality will not be available in your current software systems, you’ll need to research the market to identify other software that will fit the bill. My past columns, which focus on different generative AI software categories, would be a good place to start.
Locate software that includes the features you’re seeking. You may find a new startup that meets your needs. If so, make sure to follow a careful vetting process before committing. Ensure you are comfortable with both the security of the product and the stability of the startup.
AI mergers and acquisitions have been occurring at a record pace, so understand that once you’ve transitioned your firm to the new software, there’s a chance a larger company could acquire it. If that happens, it’s often difficult to predict whether it will continue as a stand-alone offering or be reduced to a feature in a more complex and expensive software system.
If you decide that stand-alone products aren’t a good fit, you may want to consider more established legal software platforms that are investing in AI development. There would undoubtedly be both increased costs and significant change management required if you go this route. But it could be worth it if the software’s AI features are exactly what you’ve identified as must-haves.
Once you’ve selected the right tools—whether they’re part of your existing stack, third-party integrations, or new platforms—roll them out thoughtfully. Provide tailored internal training, and check in regularly with your employees to see what’s working, what’s not, and where additional support is needed.
Keep in mind that AI implementation is an ongoing process, but the benefits are real, so stay the course. With a focused plan and clear priorities, you can strategically adopt AI tools into your law firm. Start small, stay focused, and invest wisely, with the end goal being a complete, integrated AI-enabled tech stack that lays the foundation for your firm’s future success.
Nicole Black is a Rochester, New York-based attorney, author and journalist, and she is the principal legal insight strategist at Affinipay. She is the nationally recognized author of Cloud Computing for Lawyers and is a co-author of Social Media for Lawyers: The Next Frontier, both published by the American Bar Association. She writes regular columns for ABAJournal.com and Above the Law, has authored hundreds of articles for other publications, and regularly speaks at conferences regarding the intersection of law and emerging technologies. Follow her on X (formerly Twitter) @nikiblack, or she can be reached at [email protected].
This column reflects the opinions of the author and not necessarily the views of the ABA Journal—or the American Bar Association.
