Legal AI Forum – Building a GenAI Community
The Legal AI Forum took place on Friday 11 July in London, organised by NetLaw Media and legal AI provider Jylo. The event brought together senior leaders from law firms to explore the business implications of recent developments in AI.
With a crowded legal tech events calendar, this forum distinguished itself by prioritising workshops, use cases, and open discussions. Attendees included senior corporate counsel, as the event separated streams for in-house teams and law firms, encouraging diverse perspectives.
NetLaw Media, also behind the British Legal Technology Forum (BLTF), shaped the tone of the day. The forum was chaired by Professor Richard Susskind, with speakers like Christina Blacklaws, Jenifer Swallow, and Christian Toon, all familiar names in legal tech circles. The focus remained firmly on sharing knowledge and building a community around AI in law.
We Are at the Foothills of GenAI
Professor Richard Susskind opened the event by emphasising that we are still in the early stages of generative AI adoption. He described this as a moment to gather, discuss, and build a community around AI’s role in legal practice.
Susskind highlighted the UK’s leadership in law and expressed optimism that it can extend to AI’s application in legal services and justice administration. He drew a clear line between short-term AI effects—often overhyped and reactive—and longer-term impacts that might be underestimated. By the late 2020s and 2030s, AI is expected to reshape legal practice fundamentally.
Key challenges such as AI hallucinations and bias will likely be addressed over time. Susskind noted, “As with all tech that starts out a bit dodgy, it’s reasonable to think that these systems will become better.”
He sees a future where artificial general intelligence matches human cognitive abilities. In the short term, AI tools will assist lawyers; in the long term, clients will be empowered to handle aspects of legal work that currently require expert advice. This shift could change law from reactive problem-solving to proactive prevention—think of a fence at the cliff’s edge instead of an ambulance at the bottom.
This future will demand bold leadership the sector has yet to see.
To Predict the Future, We Must Understand the Past
Following Susskind, Professor Michael Hoeflich, a legal historian at the University of Kansas, shared insights from past technological disruptions to inform how AI adoption might unfold.
Hoeflich outlined five phases common to all major tech changes: introduction, innovation, adaptation, disruption, and transformation. Each phase relies on the previous one, and disruption is essential before transformation can occur.
He noted that buzzwords like “innovation” and “disruption” often lose impact, partly because populations can resist change.
Hoeflich illustrated this with the typewriter’s history. Initially resisted by scriveners who managed document production, typewriters were eventually embraced when marketed as suitable for women’s work. Within a decade, women typists largely replaced scriveners, transforming the workforce.
Stories from Industry – The AI Practitioner
The forum featured practical examples from legal professionals using GenAI in their organisations.
- Alison Abell, legal transformation manager at Vodafone, shared that everyone in legal uses Microsoft Copilot, and they are rolling out a new AI assistant. Vodafone applies GenAI in discovery to identify fraud risk. Abell cautioned that success requires stakeholder engagement and an open mindset, not just purchasing tools.
- Catherine Goodman, chief knowledge officer and AI lead at Kennedys, is rethinking junior lawyer training. Contrary to fears that AI may reduce learning opportunities, she believes AI can accelerate exposure and improve training through new competency frameworks.
- Joe Cohen, director of advanced client solutions at Charles Russell Speechlys, described a multi-pronged innovation strategy embedding legal tech managers in practice areas. The firm is developing its own SaaS platform to move beyond billable hours. They are also building an AI tutor to enhance junior training with interactive tests and experiential learning.
- Shilpa Bhandarkar, former partner and head of client tech and AI at Linklaters, detailed the firm’s structured AI strategy. After the initial surge of GenAI interest, Linklaters’ Steering Committee spent two months developing four scenarios covering client acceptance, adoption, technology, and competitor response. They set an 18-24 month plan and meet regularly to adjust course. This disciplined approach has guided training, hiring, and leadership buy-in.
Conclusion
The event offered a wealth of valuable content, including presentations by Emma Dowden, COO at Burges Salmon, and panels featuring leaders like Bruna Pellicci from Linklaters, Catriona Wolfenden at Weightmans, and John Hunter, CIO of the Council of Europe.
Breakout sessions encouraged deep, scenario-based discussions on AI strategy implementation. The forum's smaller size was appreciated, allowing interactive, participative conversations that included both private practice and in-house perspectives.
Professor Susskind closed by pointing out the mixed nature of AI in law: “People treat AI like a football team: they are either for it or not. In reality there are opportunities and threats at the same time.” Meaningful progress comes from ongoing conversations that explore these nuances.
For legal professionals looking to enhance their AI skills, exploring focused AI courses can provide practical tools to engage confidently with these emerging technologies. Visit Complete AI Training for tailored learning paths designed for legal roles.
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