Source: Legal Cheek
The Law Society has unveiled an ambitious artificial intelligence strategy that could reshape how the legal profession adopts and implements AI technologies. The framework, structured around three fundamental pillars – innovation, impact, and integrity – arrives at a crucial moment when over 40% of lawyers are already incorporating AI into their daily practice.
The strategy’s timing is particularly relevant, as it coincides with major shifts in legal technology adoption. Law Society President Richard Atkinson emphasised the transformative nature of this moment: “The rapid development of artificial intelligence technologies has ushered in new possibilities and challenges for the legal sector.” This acknowledgment of both opportunities and challenges reflects the measured approach the Society is taking.
At its core, the framework addresses a critical challenge in legal tech adoption: the varying levels of AI readiness among legal professionals. The strategy explicitly acknowledges that law firms and practitioners come to AI with “differing interests, experiences, and expectations” – a nuanced recognition that one-size-fits-all solutions won’t work in the modern legal landscape.
The plan’s emphasis on “responsible and ethical” AI implementation is more than just regulatory rhetoric. It’s positioned as a practical necessity for maintaining the rule of law and ensuring access to justice – two foundational principles that could be either enhanced or compromised by AI adoption, depending on its implementation.
This strategic move by the Law Society doesn’t exist in isolation. It follows significant developments in the legal tech sphere, including Linklaters’ collaboration with King’s College London to enhance their AI training program. This partnership between a Magic Circle firm and a leading academic institution signals the growing recognition that AI literacy is becoming as crucial as legal literacy.
The strategy’s practical implications are supported by recent research showing that speed and productivity are the primary benefits driving AI adoption among legal professionals. However, the Law Society’s approach goes beyond mere efficiency gains. As Atkinson notes, they aim to be “an authoritative voice on AI that not only supports the profession but also the UK economy.”
This dual focus on professional development and economic impact suggests a broader vision for the role of AI in law. The Society isn’t just looking to help lawyers use new tools; it’s positioning itself to “influence, lead and shape regulatory and policy positions on AI for the legal sector.”
The emphasis on widening resources to help firms identify and address AI risks indicates a practical, hands-on approach to implementation. This focus on risk management, combined with the strategy’s commitment to serving public interest, suggests a framework that balances innovation with responsibility.
These developments mark a significant shift from ad hoc adoption of AI tools to a more structured, profession-wide approach to legal tech integration. With this strategy, the Law Society is effectively positioning itself as both a guardian of professional standards and a catalyst for technological advancement in the legal sector.
Read more: Legal Cheek
