Michael goes on to state that “AI techniques enable lawyers to devote more of their time to more valuable (and interesting) work. Mining documents in discovery and due diligence, answering routine questions, sifting data to predict case outcomes, drafting contracts — all are faster, better, cheaper and becoming more so with the assistance of intelligent software.” That seems like a good starting point.

Using these understandings and definitions, I would say that law firms embracing AI gain both tactical and strategic advantages. The tactical advantages are straightforward: firms using AI can perform segments of their client tasks in a less costly, more efficient, and higher-quality manner, each of which represent potential competitive edges over firms that do the same tasks only with humans and therefore more expensively, less efficiently, and with more risks to quality.

Strategic advantages to using AI would depend on whether the firm has a defined strategic goal and intends to use AI techniques to help it achieve that goal. For example, if a firm’s strategic objective is to become the dominant labour and employment law firm in its chosen markets, it might elect to incorporate AI techniques into both its everyday client activities and its marketing and business development efforts to help secure that outcome. Certainly, Littler Mendelson would appear to be an example of such a firm

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