How AI Is Transforming Business Development into Client Service at Law Firms

Redefining Business Development as Client Service in the AI Era

AI is dramatically cutting down the time lawyers spend on routine tasks. For instance, pilot projects have shown that tasks like complaint responses can shrink from 16 hours to just a few minutes. The pressing question for law firms now is how to best use this saved time.

Many firms might instinctively push for higher billable hours, sticking to traditional metrics. But focusing solely on billable time risks losing sight of what clients really want. Clients expect efficiency, accuracy, and cost-effectiveness—all areas where AI raises the bar. More billable hours don’t necessarily mean better service. Instead, clients seek proactive advisers who understand their broader business challenges, not just their legal issues.

Forward-thinking firms are shifting their approach to business development (BD). They're treating it as a strategic part of client service, not just sales or responding to RFPs. This means using BD to identify business solutions and connect clients with the right expertise across the firm’s services.

Lawyers should invest the time saved by AI to become stronger business advisors. This doesn’t necessarily mean working more or fewer hours, but focusing on genuinely understanding and addressing client challenges. Such a shift requires cultural change, training, and financial incentives aligned with these goals. But firms that commit to this new way of thinking will benefit in the long term.

Market Pressures Shaping Client Service

Even before generative AI appeared, law firms faced growing pressure to improve client responsiveness. Alternative legal service providers, shifting client loyalties, stagnant demand, and more capable in-house teams have all pushed Big Law to rethink client service.

One clear sign is how many firms now organize their websites by target industries and market challenges rather than by numerous legal practice areas. Clients don’t just have legal problems—they have complex business problems that cross multiple practices and jurisdictions.

The most profitable firms are those taking a multidisciplinary approach centered on key industries. A partner focused on local legal work with limited market rates typically earns less than one involved in coordinated, cross-jurisdictional offerings. Success depends on building lateral relationships inside the firm—knowing when and whom to introduce to clients. AI and legal tech make this collaboration easier and more necessary than ever.

Business Development as Client Service

There is still a gap in how firms and clients view service quality. For example, a survey by Case Status found 72% of lawyers believe they provide caring service, but only 40% of clients agree. This disconnect suggests firms may still reward the wrong behaviors or fail to train lawyers in delivering outstanding client experiences.

Lawyers often focus narrowly on completing matters, while clients expect comprehensive advice that addresses messy, cross-practice challenges. When BD is seen as part of client service, lawyers are better positioned to meet those broader expectations.

Fortunately, AI-driven tools are making BD easier. Generative AI can simulate outcomes based on client facts, helping lawyers anticipate challenges before clients even spot them. Other AI tools help visualize professional networks and prompt timely engagement when contacts change roles or firms.

What Internal Changes Are Needed?

Having AI save time doesn’t guarantee lawyers will use it for BD. Old habits persist. Firms must clearly define the BD behaviors they want partners to model.

Research from the Rainmaker Genome Project identifies an "Activator" profile—professionals who succeed most in BD by:

• Spending dedicated time each week on BD activities
• Expanding and strengthening professional networks through connections
• Creating opportunities proactively by sharing valuable insights, making introductions, and exploring partnerships before clients ask

Embedding these behaviors requires training and strong leadership communication. Firms may also need to adjust financial incentives—revising billable hour targets and origination credit systems—to reward BD efforts properly.

Interestingly, many lawyers are eager to develop BD skills. The Intapp 2025 Tech Perceptions Survey found 28% of professionals use AI-saved time to strengthen client relationships, while 25% focus on their broader network.

Some may resist change, expecting AI to simply free up time for more billable work. But AI is different—it is reshaping how clients expect service and value. Treating business development as an essential part of client service will prepare firms to meet these rising expectations effectively.