My current motto: “At some point, a law firm is going to truly understand how to leverage technology. That firm will change the game.” Note: it does not have to be a large firm.
Here are the five points I would highlight for any firm going through transformation.
Last week I attended the Swimming with Sharks conference as an observer — organized by Lawit Group and hosted by the excellent Juan Carlos Luna, focused on the use of AI in the legal professions, with a decidedly accelerationist tone throughout. I enjoyed it: 30-minute talks, concise and effective. Zero questions from the audience, but we heard six presentations: Lautaro Rodriguez, Luisa Rodriguez, Sigfrido Pavon, Andrés, Joel Sanchez and José Antonio Lozano Díez.
Here are my five actionable takeaways:
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Reliability in Generative AI tools remains a genuine concern. But our confidence levels must be directly tied to the context in which we use them and how we use them. The key lies in a clear implementation vision — grounded in both Law AND Technology — so we can mediate and deploy with real business judgment.
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The speakers stressed the need to think about monetizing AI and achieving measurable ROI. That is not simply about following the latest tool trend or granting access to a generative AI. It means measuring — because what is not measured does not exist, as Patricia Villa from KermaPartners always says.
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A key point: no success story involves simply buying licenses and leaving lawyers alone in front of their computers with Gen AI. It requires a strategy and a coherent digital ecosystem — deploying AI with a genuine commitment to productivity and quality at the individual, team and organizational levels. It is not just about your data, even if it is clean. It takes effort. You cannot build the muscles without lifting the weights — thanks to Juan S. Mijares for that image.
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On the integration of new LegalOps/Innovation/Head of Data & Analytics roles in law firms: what kind of profile does that require? Spoiler: either they hire multiple people, or they bring in an external firm that assembles the right talent, or they find a unicorn.
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Implementing AI in law is not a technical challenge: it is a leadership challenge. Tools get adopted quickly; transformations do not. It requires a shared vision, clear processes, active listening and empathy to develop the capacity for genuine strategic thinking. This is something I have discussed at length with Leopoldo Hernández.
The conference closed on the question of meaning at the human level, having opened on meaning at the algorithmic level. I appreciated that Dr. Lozano brought the conversation back to what is truly indispensable for carrying out any vision: leadership.