Artificial intelligence in law firms: opportunities and challenges

The rise of artificial intelligence (AI) is, without a doubt, a universal challenge. And this is also true in the legal sphere; it is a paradigm shift that poses a twofold challenge for law firms.

On the one hand, there is the challenge of to advise clients appropriately in traditional fields such as commercial law, employment law, data protection and intellectual property, taking into account the impact of AI and the virtual absence of regulation in this area.

On the other hand, there is the need to to integrate this technology into the structure itself and the firm’s operational practices (which have traditionally been conservative) in order to remain competitive in an increasingly dynamic market.

First challenge: providing advice in a world shaped by AI

The first major challenge we face lies in understanding AI. We need to understand how artificial intelligence is affecting (or not affecting) traditional legal disciplines. For example, in commercial law, new questions are arising regarding liability for decisions made by AI systems; in intellectual property law, debates centre on the ownership of creations generated by AI; and in employment law, questions are being raised about how to regulate the use of AI by employees and employers.

In order to provide sound advice on these and other enquiries, As lawyers, we must not only understand the regulatory framework, but also the basic workings of AI and how it interacts with human users. This includes understanding that AI, particularly generative AI, is not infallible and operates within a framework of probabilities and data-driven learning. This understanding enables us to properly assess the role of AI in a given scenario: Is AI a subject? Is AI a tool? Is it a channel, or does it make automated decisions?

The answer to these seemingly basic questions is key to providing sound advice, to drawing parallels with more traditional doctrines, and to applying common sense and experience. But it is often far more complicated than it might seem, because A high proportion of lawyers do not know or fully understand what AI is or how it works.

Second challenge: Integrating AI into the heart of the firm

The second challenge is an internal one: should law firms integrate AI into their day-to-day operations, and if so, how?

The reality is clear: any law firm that fails to adopt this technology strategically will be at a disadvantage compared with its competitors. There are a host of tasks that lawyers carry out on a daily basis which could be automated or streamlined using AI, whilst always respecting confidentiality and professional secrecy, such as:

• Access to basic and customised templates as a starting point for drafting a document.
• Dictating and assisting with the drafting of emails or lengthy explanations.
• The preparation of presentations or summaries.
• The creation of practical, non-technical content.
• Basic queries can be resolved provided the tools are properly fed with reliable data.
• And countless other tasks, provided you understand AI and know how to use it ethically and responsibly.

These applications not only improve efficiency, but also free up time for lawyers to focus on the more technical and strategic aspects of their work.

I’m going to give a real-life example: The other day I had to draft an email explaining to a client – based on my knowledge – the various options available in a given scenario, along with the implications of each one. It was a long email, so on my way home – a 20-minute walk – I verbally “explained” to ChatGPT everything I wanted to include in the email, and asked it to help me draft the formal email. Within 5 minutes, I’d summarised the content for it, and in a matter of 30 seconds I had a draft. As soon as I got home, I adapted the email to my own style and language and sent it off. In this case, the AI allowed me to make the most of my downtime and turn a 30-minute task into a 5-minute one.

However, this integration must be carried out with the utmost caution:  

1. On the one hand, it should be used given the complete absence of any information that directly or indirectly affects customers. One must be selective about what one shares and what one does not. It would be ideal for working with “public” and anonymous information, but at present we have no guarantees that the tools are sufficiently secure. Let us not forget that they thrive on the information we provide them with.

2. On the other hand, the most popular AI tools, as we have seen on numerous occasions, make serious errors when interpreting legislation or responding to complex legal enquiries. This does not mean that we should refuse to use them, but rather that we must be aware of their limitations and use them only in situations where they are genuinely useful, thereby avoiding legal risks for our clients or for our reputation.

Prudence and strategy: the keys to success

The key to tackling these challenges lies in the continuing professional development, both from a legal and a technological perspective. It is essential that law firms invest in learning how AI works and how it interacts with users. Only with this knowledge will it be possible to use it responsibly and efficiently, distinguishing between the tasks it can automate and those that require human intervention to ensure the quality of the service.

Furthermore, law firms must implement monitoring protocols to ensure that AI-generated content meets the legal and ethical standards that clients expect. This strategic approach not only protects clients and the firm itself, but also enables us to make the most of the benefits that AI has to offer.

There is no doubt that AI presents both an opportunity and a challenge for our sector. Its impact is reshaping the way we advise clients and the way we manage our own internal operations. Understanding it, integrating it strategically and using it prudently will be the factors that set competitive law firms apart in the near future.

This new paradigm is not about replacing the work of lawyers, but about enhancing it, freeing up time so that professionals can focus on what really matters: solving complex problems and devising legal strategies that create value for clients. The future of the legal sector will undoubtedly be hybrid: a collaboration between human knowledge and technological advancement.

FINAL NOTE: Whilst this is an opinion piece in which I set out the ideas in my head, AI has helped me to write it. AI offers great opportunities if you learn how to use it.

If you enjoyed this article by Xavi Saula, you might like to read some more articles from our special feature «Let’s Talk About AI». We recommend this article by Laura Bachs on the timeline on the implementation of the AI ACT.