This session brought together Christoph Vaagt, Managing Partner, Law Firm Change Consultants, and Mariusz Kowalski, Partner and Founder, Waterwalk Partners, who both explored how artificial intelligence is reshaping the legal profession and what both individual lawyers and law firms must do to remain relevant in an increasingly automated landscape.
Uncertainty Meets Urgency
Both Vaagt and Kowalski opened by acknowledging a fundamental tension: while the future impact of AI remains uncertain, inaction is not an option. Law firms are under pressure to innovate, yet must avoid overcommitting to costly tools that may not deliver value. The central strategic challenge lies in balancing experimentation with prudence.
The Individual vs the Firm
A key distinction emerged between the survival strategies of individual lawyers and those of law firms.
For individual lawyers, Vaagt emphasised a shift towards strategic, client-focused advisory work. The ability to interpret, contextualise, and guide clients through complexity remains distinctly human. Routine, process-driven work, however, is increasingly exposed to automation and price competition.
For law firms, the challenge is structural. The market is fragmenting:
- Highly automated firms are leveraging AI to deliver faster, lower-cost services.
- Elite boutique firms are doubling down on expertise, judgement and novel thinking.
- Mid-sized firms face the greatest pressure, often lacking the resources or clarity to respond effectively.
AI and the Changing Business Model of Law
The discussion highlighted a likely transformation of the traditional partnership model. As AI adoption requires capital, technical expertise and operational scale, private equity is beginning to play a more prominent role in law firm ownership and consolidation.
At the same time, firms must rethink how they deliver value. The future is less about producing legal text and more about managing processes, delivering insights, and integrating technology into client solutions.
What AI Can, and Cannot Do
A critical insight was that AI excels at standardisation and repetition, but struggles with novelty. High-end legal work, where new arguments, creative thinking, and strategic judgement are required, remains less susceptible to automation.
Vaagt noted that many lawyers overestimate AI’s impact by equating legal work with document production. In reality, drafting is the final step in a broader advisory process involving client interaction, problem definition, and strategic positioning.
Practical Guidance for Law Firm Leaders
For Managing Partners, the recommendation was clear: prioritise learning over large-scale investment.
Actions include:
- Encouraging lawyers to experiment with tools within defined guardrails
- Holding regular internal discussions to share learnings
- Engaging with clients to understand their expectations and AI adoption
- Strengthening knowledge management and data organisation
- Avoiding vendor lock-in and maintaining flexibility
Rather than seeking immediate answers, firms should focus on building institutional understanding and adaptability.
The Enduring Competitive Advantages
Kowalski highlighted two enduring differentiators:
- Perspective: the ability to interpret information and provide meaningful advice
- Relationships: building trust and long-term client connections
These human elements are becoming more, not less, important in the AI era.
What This Means for Junior Lawyers
Contrary to common fears, junior lawyers may become increasingly valuable. Their adaptability and familiarity with new tools position them as key drivers of AI adoption within firms.
However, technical proficiency alone is insufficient. Both speakers stressed the importance of developing broader professional skills early in one’s career.
Skills for the AI Era
To remain competitive, lawyers must focus on:
- Building meaningful client relationships
- Delivering clear, solution-oriented advice
- Developing visibility and personal brand as recognised experts
- Thinking strategically rather than purely technically
Evolution, Not Extinction
The session concluded with a clear message: AI will not eliminate lawyers, but it will redefine the profession. Success will depend on a lawyer’s ability to move beyond routine tasks and embrace a more strategic, client-centric role.
The firms and individuals that thrive will be those who learn quickly, adapt continuously, and focus on the aspects of legal work that technology cannot easily replicate.
