The most important question in modern onboarding is no longer, “Did we Google them?” It’s: “Do we have a clear, defensible understanding of the reputational and conduct risks associated with this client or individual — and can we stand behind that decision if it is later challenged?”
Attorney bios are read by people, but often before that happens, they are parsed, ranked, summarized and compared by machines. Bios have become an essential source of data and content for AI-enabled technology, and their quality, structure and content impact which lawyers — and firms — get surfaced, promoted and, ultimately, hired.
The firms that treat change management as a discipline — not an afterthought — will capture the efficiency gains, retain talent, and build competitive advantage.
As law firms move from experimentation to real dependence on AI in their workflows, the bar is rising. The mandate is no longer “Can AI do it?” Now, it’s “Can AI help us do it precisely, responsibly and in a way that actually moves the business forward?” That’s where the human factor becomes nonnegotiable.
When you compete on claims no one can verify, you risk losing the only thing that matters: the belief that your brand is worth the premium.
Many, but not all, professional associations have a class of membership for people and businesses not holding a license to practice in the field yet do provide services frequently used by members of the profession.
While attorneys may wish to emulate Atticus Finch’s commitment to seeking justice for his client, if they want to build a legal practice that feeds their families, they should emulate Joe Rogan.
The findings of recent research provide specific best practices to help chart a path forward and assist decision makers in aligning the need for prompt action and adaptation with the integration of safeguards into their evolving workflows. While few, if any, have unlocked the true potential of generative AI in complex litigation, the tangible benefits and opportunities are becoming clearer.
Law firms preparing for and kicking off their public relations effort for 2026 face an environment that continues to change constantly. Preparation and planning determine whether a firm leads or reacts.
Many law firm leaders insist that artificial intelligence has no place in their businesses; however, common applications employed daily may be using AI without them knowing. This phenomenon, often referred to as “shadow AI,” highlights a growing risk for firms that have yet to develop comprehensive governance strategies for artificial intelligence.
