Inside Practice Insights

AI is accelerating. The question is whether your knowledge can keep up?

Tue, 14 Apr 2026 17:25:57 GMT

From Experimentation to Infrastructure:

AI x KM Returns to New York on April 29

The legal profession has crossed an inflection point.

Generative AI adoption among legal professionals has more than doubled in the past year. According to the 8am 2026 Legal Industry Report, 69% of legal professionals report personally using AI. The Wolters Kluwer Future Ready Lawyer 2026 report paints an even sharper picture: more than 90% of lawyers surveyed now use at least one AI tool in their daily work.

The experimentation phase is over.

The question is no longer whether to adopt AI, but whether firms have the knowledge foundations to make it reliable, scalable, and defensible in practice.

That question sits at the center of AI x KM , a one-day, in-person program taking place at the SUNY Global Center in New York City on April 29, 2026.

The event brings together Chief Knowledge Officers, innovation leaders, technology executives, and partners to address what may be the most consequential infrastructure challenge facing law firms today: building the knowledge backbone that AI depends on.

The knowledge gap behind the AI hype

Most firms have launched pilots, rolled out chat interfaces, and invested heavily in vendor platforms. Far fewer have addressed the harder, more structural question: do they have the governance, data quality, and operating models required to make AI trustworthy at scale?

This institutional gap between individual enthusiasm and organizational readiness, is exactly the territory AI x KM is designed to explore. Framed around the idea of moving “from artificial intelligence to orchestrated intelligence,” the program goes beyond the usual AI showcase. It asks harder questions about knowledge as business-critical infrastructure, the “knowledge osmosis” crisis accelerated by hybrid work and changing leverage models, and the governance frameworks needed to align AI capability with professional responsibility.

A practitioner-led faculty from leading firms

The faculty brings together senior leaders from firms and companies actively shaping this space, and the agenda is built around what it actually takes to move from AI experimentation to sustained, firm-wide capability.

DLA Piper’s Barbara Taylor and Elisabeth Cappuyns join Nexl's CEO, Philipp Thurner to open the substantive program with a session on driving AI adoption by aligning knowledge, workflows, and people.

In “From Lifecycle to Living System,” Katya Linossi of Atlas by ClearPeople and Sarah Hirebet of Stradley Ronon examine what happens when AI reshapes how firms create, manage, and reuse knowledge, and why static lifecycle models are beginning to break under that pressure.

Morgan Llewellyn of HIKE2 tackles the sustainability question head-on with a session on future-proofing AI strategy, including total cost of ownership, tool depreciation, and why well-governed knowledge is the only sustainable hedge against a rapidly changing AI market.

One of the day’s standout sessions brings together Jacob Weiner of Harvey and Amanda Gudis Stuart of Holland & Knight to compare two real-world AI rollouts, exploring timelines, governance decisions, resistance, and the client-facing messaging that supported successful adoption.

Tom Trujillo , Chief Innovation and AI Officer at McGuireWoods, joins Rizwan Khan , VP North America at iManage, for a case study on how to design vendor evaluation pilots with purpose.

A later session on aligning knowledge strategy with AI features Michael Korn of Paul Hastings, Catherine Bernard of McDermott Will & Emery, Kevin Walker of Centari, and Conan Hines of Fried Frank.

Nicole Bradick of Factor Law then turns to enterprise search, examining how AI is transforming the experience from keyword retrieval to intelligent, contextual discovery.

The day’s final session brings together Scott Kaiser of Mayer Brown, Brittney Novison of Paul Hastings, and Sara Miro of Sullivan & Cromwell to explore how AI can be embedded into everyday legal workflows, from case preparation to surfacing insights from related prior matters.

Why this moment matters

AI x KM arrives at a moment when the gap between AI capability and knowledge readiness has never been wide, or more consequential.

The ACC/Everlaw GenAI Survey found that 64% of in-house teams now expect to rely less on outside counsel as their internal AI capabilities grow.

Thomson Reuters research shows that organizations with defined AI strategies are twice as likely to experience revenue growth, yet only 22% have achieved that level of strategic clarity.

Meanwhile, the regulatory landscape is tightening. The EU AI Act reaches full application for high-risk systems in August 2026. The Colorado AI Act takes effect in June. ABA Formal Opinion 512 has already established binding ethical obligations for lawyers using generative AI.

Firms without governance frameworks are not just strategically behind, they are exposed.

Against that backdrop, the event’s focus on knowledge as infrastructure rather than a support function feels less like a conference theme and more like an urgent mandate.

AI is accelerating. The question is whether your knowledge can keep up.

The Details

AI x KM takes place on Wednesday, April 29, 2026 , from 9:00 AM to 6:15 PM EST , at the SUNY Global Center, 116 East 55th Street, New York, NY 10022 . The day concludes with a networking reception.

The program is designed for Chief Knowledge Officers, KM and innovation directors, legal operations leaders, CIOs and data architects, pricing and legal finance leaders, and partners responsible for firm strategy and delivery transformation.

To register or learn more, visit insidepractice.com/ai-x-km-2026 or contact the team at contact@insidepractice.com .

From Reporting to Operating Infrastructure: What Inside Legal Data London Confirmed About the Modern Firm

Tue, 14 Apr 2026 16:56:03 GMT

Inside Legal Data: London confirmed a clear market inflection point.

Data strategy in law firms is no longer a modernization initiative or positioning exercise, but the operating logic of the modern firm. It is increasingly shaping how legal work is priced, delivered, and governed, while enabling AI deployment, risk management, and the conversion of institutional knowledge into competitive advantage. The strategic divide in the sector is now real and accelerating.

Governance Is No Longer a Policy Problem

One of the clearest messages from the day was that governance is failing because ownership, decision-rights, and risk appetite are still too often implicit.

When data sits between IT, business teams, privacy, cyber, and knowledge, everyone touches it and nobody quite owns it. That is how governance becomes advisory, local workarounds become permanent, and firms end up reconciling competing truths instead of trusting a common one.

The move discussed repeatedly was from governance as paperwork to governance as operating model. Leadership has to set priorities, define tolerances, appoint accountable owners, and make trade-offs visible. That is the difference between a policy library and a decision engine.

The Dashboard Era Is Ending

The event also exposed a quieter problem: many firms still confuse visibility with value.

Dashboards proliferate. Reports circulate. But fee earners rarely change behaviour because a chart exists.

They change when data helps them price more intelligently, protect margin, improve client strategy, reduce friction, or move faster inside live workflows. That is why the conversation kept returning to end users, data literacy, and the simple question most firms still avoid: who is this data actually for?

This is where legal data strategy stops being a reporting conversation and becomes a commercial one. The challenge is translating data into decisions people with billable pressure will actually use.

AI Is Not the Solution. It Is the Stress Test.

If one theme unified the day, it was this: AI is not fixing weak data foundations. It is exposing them.

Poor quality data does not become strategic because a model can talk to it. Inconsistent permissions do not become manageable because a copilot sits on top. Weak provenance does not become safe because the interface looks elegant. AI scales what already exists, including the mess.

That is why the sequencing discussed across sessions mattered. Foundations first. Then AI. Not because firms can afford to wait, but because they cannot afford to industrialize bad architecture.

Taxonomy, metadata, ownership, quality, access control, and lineage are preconditions for safe automation, reliable retrieval, and defensible AI at scale.

Institutional Memory Has Become an Architecture Question

One of the most strategically important conversations of the day sat beyond dashboards and beyond governance theatre.

It focused on institutional memory. Law firms do not store intelligence in one place. It sits across the DMS, matter systems, CRM, finance, knowledge collections, collaboration tools, and experience signals.

That is what made the discussion around MCP and retrieval architecture land so clearly. The real opportunity is not ten disconnected AI experiences sitting on top of ten disconnected systems. It is a more stable intelligence layer: one that connects models to governed firm capabilities, respects permissions, and makes institutional memory reusable across workflows.

The Business Case Still Matters, but the Framing Has Changed

The investment question has not gone away. If anything, it has become harder.

Firms still need to justify spend in environments shaped by short-term pressure, legacy constraints, and constant demands to do more with less. But the strongest framing from the day was not “buy more tooling.”

It was vision, value, and visibility: show where the firm is going, prove value in more than one dimension, and build the trust that makes long-range investment politically possible.

Deliver quick wins. Build momentum. Sequence “now, next, later.” Make progress visible. Use proof to earn patience.

Data strategy does not get funded once. It gets re-earned continuously through credibility, outcomes, and adoption.

What the Market Has Moved On To

The firms that move fastest in the next phase will not be the ones with the most dashboards, the loudest innovation language, or the biggest pile of pilots. They will be the ones that treat data as operating infrastructure: owned, governed, connected, commercially relevant, and usable inside the places where legal work actually happens.

That is the shift from reporting to operating model.

And it is the shift the market is already reorganizing around.

Bottom line: the back-office era of legal data is over.

The only real question now is which firms are prepared to rebuild around that fact before the market forces the redesign for them.

On June 24th we return to NYC for Inside Legal Data New York

Super Early Bird: Confirm your place by 04.30.26 and save $200 use code NYDATA

The Redesign Imperative: Who Will Rebuild the Law Firm Before the Market Does?

Fri, 03 Apr 2026 12:16:22 GMT

Inside Legal AI Brief: 04/02/26

March 2026 was the month legal AI stopped being optional and became operating infrastructure.

Across Legalweek , CLOC, and the British Legal Technology Forum , the same conclusion surfaced independently: the adoption debate is over. The competitive focus has shifted to governance, integration, and control of the economics of AI-enabled legal work.

The adoption data confirms it.

Generative AI usage in corporate legal departments has surged to 87% according to the FTI / Relativity General Counsel Report , while over 90% of legal professionals now use AI in daily workflows based on the Wolters Kluwer Future Ready Lawyer Survey . More than 80% of legal departments now have dedicated AI oversight. The market has moved decisively from experimentation to institutionalisation.

The dominant technical shift in March was the move from AI as a task-based assistant to AI as an agentic orchestrator of workflows.

LexisNexis integrated Anthropic’s legal capabilities into Lexis+ with Protégé, positioning its platform as a multi-model workflow environment. Thomson Reuters responded with the next generation of CoCounsel, demonstrating autonomous research planning and execution across its content stack. DISCO and Epiq extended the same model into eDiscovery, including large-scale agentic workflows for litigation and investigations.

The competitive axis is no longer vendor versus vendor. It is platform ecosystems orchestrating models, agents, and governed workflows.

Capital markets reinforced that shift. More than $750 million flowed into legal AI in a single month, including Harvey’s $200M raise at an $11B valuation and Legora’s $550M Series D. The signal is clear: investors are backing infrastructure, not tools.

Enterprise deployment followed. DLA Piper committed to 5,000 Harvey licenses after structured pilots. White & Case and Cleary rolled out firmwide platforms. Akin embedded AI across tens of millions of documents, transforming document management into structured, queryable intelligence.

These are not pilots. They are operating model changes.

This shift is now colliding directly with the commercial model of law firms.

Clients are no longer asking whether firms use AI. They are asking how, on which matters, under what controls, and why efficiency gains are not reflected in pricing, a tension captured directly in Thomson Reuters Institute’s Legalweek analysis . Expectations for increased outside counsel spend have dropped sharply, while more than half of firms report pricing pressure linked to AI.

At the same time, most organisations are not measuring ROI effectively, and visibility between firms and clients remains limited, a gap described as the "Great AI Disconnect" .

Knowledge management has emerged as the central battleground.

The differentiation is no longer model capability. It is what sits on top: firm data, metadata, precedent systems, and governed retrieval. Vendors including NetDocuments (Smart Answers) and iManage (Ask iManage) are embedding AI directly into document ecosystems with permissioned, auditable access.

The principle is consistent: institutional knowledge is the substrate of AI advantage.

Coming Soon:

Inside Legal Data - April 09 - London
AI x KM - April 29 - NYC
Inside Legal KM - May 21 - Toronto

Courts reinforced the same message from a risk perspective.

Sanctions for AI-generated hallucinations, including recent U.S. court penalties, alongside privilege rulings such as United States v. Heppner, are establishing clear boundaries around accountability. At the same time, AI adoption among judges is rising, even as training and governance lag.

The legal system is integrating AI from both sides, faster than its standards are evolving.

At the edge of the market, AI-native law firms are beginning to validate alternative economics. New entrants such as General Legal and other AI-native models documented by Artificial Lawyer are operating with different pricing structures and margin profiles, particularly in repeatable, high-volume work.

These are early signals, but they demonstrate that the underlying unit economics of legal services are already shifting.

Global governance is accelerating in parallel. National frameworks such as Singapore’s AI legal guidance and emerging U.S. policy frameworks are compressing the window for organisations to build compliant AI infrastructure.

Meanwhile, corporate legal departments are moving fastest.

AI is now a strategic priority for a growing share of general counsel, with formal roadmaps, dedicated investment, and internal capability development, as evidenced in the General Counsel Report . In-house teams are no longer waiting for law firms to lead, they are setting expectations and redefining engagement models.

Taken together, March confirms a market that has moved beyond experimentation:

Foundation model capability is commoditising
Competitive advantage sits in workflow integration, data, and governance
Enterprise deployment is now at scale
Pricing models are under direct pressure
Courts are actively shaping enforcement
In-house teams are becoming sophisticated AI operators

At the same time, material gaps remain.

Most organisations still lack robust governance, ROI measurement is limited, and training deficits persist. The disconnect between AI investment and commercial outcomes is widening.

The competitive question is no longer whose model performs best.

It is:

Who can redesign not just the technology stack, but the business model, pricing architecture, talent system, and governance framework, simultaneously, before the market reprices the work underneath them?

Research Appendix: March 2026

All sources below are directly linked to the specific articles, reports, or announcements referenced in the March analysis.

1. Core Industry Reports & Data

FTI / Relativity: General Counsel Report (AI adoption data)
https://ediscoverytoday.com/2026/03/11/ai-adoption-in-corporate-legal-departments-doubles-according-to-the-general-counsel-report/
Wolters Kluwer: Future Ready Lawyer Survey 2026
https://www.wolterskluwer.com/en/know/future-ready-lawyer-2026
Thomson Reuters Institute: “Great AI Disconnect”
https://www.thomsonreuters.com/en-us/posts/technology/great-ai-disconnect/
Thomson Reuters: Legalweek analysis (pricing / structural shift)
https://www.thomsonreuters.com/en-us/posts/legal/legalweek-2026-new-existential-crisis/

2. Major Industry Event Coverage

Reuters: Legalweek 2026 (AI + billable hour pressure)
https://www.reuters.com/legal/litigation/lawyers-flood-tech-expo-wondering-is-ai-about-devalue-their-time-2026-03-12/
TechLaw Crossroads Legalweek recap
https://www.techlawcrossroads.com/2026/03/its-not-legalweek-unless-it-snows-heres-my-2026-recap/

3. Law Firm Deployments & Case Studies

DLA Piper: Harvey global rollout
https://www.harvey.ai/blog/dla-piper-scales-harvey-with-global-adoption
White & Case: Legora rollout (press)
https://www.whitecase.com/news/press-release/white-case-announces-global-rollout-legora
Cleary Gottlieb: Legora partnership
https://www.clearygottlieb.com/news-and-insights/news-listing/cleary-gottlieb-announces-strategic-partnership-with-legora
Akin + NetDocuments: AI across 65M documents
https://www.businesswire.com/news/home/20260324000000/en/Akin-Operationalizes-AI-with-NetDocuments
Husch Blackwell: Transformation Office
https://www.huschblackwell.com/newsandinsights/husch-blackwell-launches-transformation-office
Husch Blackwell: AI Advisory Services
https://www.businesswire.com/news/home/20260325000000/en/Husch-Blackwell-Launches-AI-Advisory-Services
Everlaw: Dinsmore case study
https://www.everlaw.com/blog/case-study/dinsmore-cyber-incident-contract-review/

4. Vendor Platforms & Product Announcements

LexisNexis: Legalweek AI insights (Protégé direction)
https://www.lexisnexis.com/community/pressroom/b/news/posts/what-legalweek-2026-revealed-about-the-future-of-ai-in-legal
Thomson Reuters: CoCounsel overview
https://legal.thomsonreuters.com/blog/from-capability-to-confidence-how-cocounsel-is-redefining-legal-ai/
NetDocuments: Smart Answers launch
https://www.netdocuments.com/company/news/netdocuments-launches-smart-answers
iManage: Ask iManage update
https://imanage.com/resources/ask-imanage-ai-search/
DISCO: Agentic AI announcement
https://finance.yahoo.com/news/disco-first-bring-scaled-agentic-legal-technology-130000000.html
Epiq: AI for eDiscovery
https://www.epiqglobal.com/en-us/news/epiq-expands-ai-capabilities
Litera: Lito + Midpage integration
https://www.litera.com/blog/litera-partners-with-midpage/
DeepJudge: Retrieval infrastructure
https://www.deepjudge.ai/blog

5. Capital Markets & Investment Activity

Reuters: Harvey raises $200M ($11B valuation)
https://www.reuters.com/legal/legal-industry/harvey-raises-200-million-valuation-11-billion-2026-03-25/
Reuters: Legora raises $550M
https://www.reuters.com/technology/legal-ai-startup-legora-raises-550-million-expand-us-2026-03-10/
LegalTech Fund: March funding digest
https://www.legaltech.com/blog

6. Legal Risk, Courts & AI Governance

Reuters: AI sanctions ($30K case)
https://www.reuters.com/legal/legal-industry/us-appeals-court-fines-lawyers-ai-hallucination-2026-03-16/
SDNY: United States v. Heppner (privilege ruling summary)
https://www.courtlistener.com/docket/us-v-heppner/
JD Supra: AI legal risk & discovery
https://www.jdsupra.com/legalnews/the-ai-legal-tech-forecast-2026-what-s-8538825/

7. Policy & Global Regulation

Singapore Ministry of Law: AI legal guidance
https://www.mlaw.gov.sg/news/press-releases/guide-generative-ai-legal-sector/
White House: AI policy framework
https://www.whitehouse.gov/ostp/ai/
New Jersey: Civil Rights Innovation Lab
https://www.njoag.gov/attorney-general-platkin-announces-ai-civil-rights-lab/

8. Market Analysis & Commentary

Above the Law: AI adoption challenges
https://abovethelaw.com/2026/03/law-firm-ai-adoption-so-many-choices/
Lighthouse Global: Legalweek analysis
https://www.lighthouseglobal.com/blog/legalweek-2026-law-firms
JD Supra AI forecast
https://www.jdsupra.com/legalnews/the-ai-legal-tech-forecast-2026-what-s-8538825/
Artificial Lawyer: AI-native law firms
https://www.artificiallawyer.com/2026/03/31/how-do-ai-native-law-firms-work/
Artificial Lawyer: funding + NewMod firms
https://www.artificiallawyer.com/2026/03/26/newmod-general-legal-hits-11-5m-funding/

Canadian Data Sovereignty Isn’t Abstract Anymore: KM, Cross-Border Risk, & Legal Realities

Fri, 06 Feb 2026 19:04:43 GMT

For a long time, data sovereignty in legal sounded like a policy conversation, important, but distant. Something for regulators, government IT departments, or risk committees to debate while everyone else got on with the work.

In 2026, that framing no longer holds.

Data sovereignty is no longer theoretical. It has become an operational constraint showing up in outside counsel guidelines, client onboarding conversations, vendor negotiations, and, increasingly, in the design of knowledge management systems themselves.

The shift is subtle but decisive: sovereignty is no longer about what the policy says. It’s about how knowledge actually moves through a law firm. And that makes KM the quiet centre of the problem.

KM is where sovereignty risk is either controlled or amplified

When legal leaders talk about sovereignty, the first question is often about the AI model: Is it hosted in Canada? Is it a U.S. provider? Is it public or private?

Those questions matter, but they’re no longer sufficient. In practice, sovereignty risk is far more often created by the plumbing underneath legal work:

Where documents are stored
How they’re indexed and retrieved
Whether search and AI tools respect ethical walls and matter-level security
Whether lawyers are copying privileged text into tools never designed for legal confidentiality
Whether the firm can reconstruct what happened later, through logs, audit trails, and retention records

In other words, sovereignty is shaped by knowledge pathways, not press releases. A firm can proudly announce that it uses a “secure, enterprise AI platform”, and still quietly expose itself through everyday KM workflows that were never designed with cross-border risk in mind.

Why this is uniquely acute for Canadian firms

Canada’s legal market sits in a particularly exposed position. Canadian firms routinely handle matters involving:

U.S. counterparties
cross-border transactions
multinational investigations
regulators operating under different privacy regimes

At the same time, Canadian clients , especially in regulated sectors, are becoming far more explicit about where their data can live, who can touch it, and how it can be processed.

This aligns closely with how the Government of Canada itself frames digital sovereignty: not as isolation, but as the ability to manage and protect data, systems, and infrastructure in a globally connected environment. That framing maps cleanly onto legal work. Law firms are not just service providers; they are custodians of some of the most sensitive commercial, regulatory, and litigation information in the economy.

Which means sovereignty decisions can’t be deferred to IT alone.

The three decisions firms can no longer avoid

Canadian legal organizations need to make, and clearly articulate, three sets of decisions. Avoiding them doesn’t reduce risk; it just pushes risk into ungoverned corners of the organization.

1. Where knowledge lives:

Firms need explicit positions on: what must remain in Canada (or within defined jurisdictions), what may be processed cross-border but not stored, and what must never be sent to third-party systems, including “free” or consumer-grade AI tools

2. How knowledge moves

Firms need clarity on how knowledge is allowed to move across systems, including:

documents are exported into external tools for drafting or analysis
privileged passages are pasted into public chat interfaces
internal work product is shared through systems that don’t align with matter-level security

KM leaders can’t control every individual action, but they can design systems that make the safe path the easy path.

That usually means:

integrating AI and search tools directly into the DMS instead of relying on copy-paste
using permission-aware retrieval so tools respect ethical walls automatically
requiring provenance and citations so outputs can be verified and defended

3. Who owns enforcement

Firms need to define clear ownership across KM (knowledge architecture, content standards, retrieval rules), IT (system integration, access controls, logging), Risk / Privacy (policy, escalation, audit requirements), and Practice leadership (behavioural enforcement).

The quiet battleground: vendor data rights

Here’s the part many organizations underestimate: vendor contracts are now sovereignty instruments. Even where vendors emphasize security in marketing, the fine print can quietly reshape control:

rights to use customer data for model improvement
retention periods that outlive the matter
telemetry collection that reveals sensitive usage patterns
subcontractor chains that extend cross-border exposure

None of this is inherently malicious, but all of it has consequences.

This is why AI governance is more than ethics discussion. It’s procurement discipline, contract standardization, and architectural design. And it’s why “audit-ready safeguards” are becoming non-negotiable. Courts have already signalled that unverified AI use and fabricated citations carry real consequences. Scrutiny is moving closer to everyday legal practice, not further away.

Why sovereignty is now a KM problem

The old mental model treated data sovereignty as an external constraint, something imposed on legal work.

The new reality is different.

Sovereignty is produced internally, every day, by how knowledge is captured, stored, retrieved, transformed, and reused.

That makes KM the place where sovereignty risk is either designed out, or quietly scaled.

And that’s why data sovereignty is no longer a footnote. It’s a KM design requirement.

Inside Legal Data: The Operating System of the Modern Firm

Mon, 02 Feb 2026 22:14:55 GMT

The UK legal market enters 2026 at an inflection point where “data strategy” stops being a modernization project and becomes an operating philosophy. The event framing is blunt: data isn’t back-office, it’s the organizing principle for how legal work is priced, delivered, governed, and measured .

Inside Legal Data: London (Apr 9, 2026) leans into that reality with a full-day agenda that connects the dots: institutional intelligence, architecture, governance, AI readiness, and the commercial outcomes leaders actually care about.

The agenda themes that matter most

Opening the day, “Preserving Institutional Intelligence: Using AI Agents to Transform Tacit Knowledge into Data Assets” confronts one of the most underpriced risks in law firms: the steady loss of unwritten expertise through attrition, retirement, and role change. Led by Sarah Pullin of Baker McKenzie , the session focuses on how firms can identify, capture, and structure tacit knowledge before it disappears and how AI and agents change what’s possible when institutional memory is treated as a strategic asset rather than folklore.
In “Rebuilding Law Firm Data Strategy: From Foundation to Action,” Jonathan Elam (CMS) and Petra Smith (HFW) tackle the uncomfortable truth behind stalled analytics programs: most firms are trying to layer insight on top of fragmented, inconsistent, and poorly governed data.
“From Compliance to Value Creation” reframes governance from necessary evil to strategic enabler. Kirit Solanki of Mishcon de Reya shares how Mishcon rethought data ownership, accountability, and controls to move beyond compliance and toward value creation.
“From Dashboards to Decisions: Turn Data into Pricing, Margin & Client Value” marks the agenda’s pivot from infrastructure to outcomes. Paul McMonagle of Taylor Wessing focuses on how firms translate data into pricing discipline, margin protection, and client-facing insight — and why reporting alone rarely alters decision-making.
“Governance 2.0: Integrating Data Governance, AI Governance, Privacy, and Cyber Risk” reflects a shift many firms are already feeling. Dani Alman (Pinsent Masons) and Petra Smith (HFW) explore why data governance can no longer live separately from AI risk, privacy obligations, and cyber resilience — and what integrated governance actually looks like in practice.
In “Building the Business Case for Long-Term Data Strategy Investment,” Tom Delaney of Birketts tackles the hardest internal sell: sustained investment. The session focuses on ROI narratives, executive alignment, and how firms justify long-term data spend in environments still dominated by short-term financial pressures.

Key details at a glance

Date: April 9, 2026
Time: 9:00 AM – 5:30 PM (GMT)
Location: London
Early bird: Confirm by February 20, 2026 to save £300 (code DATALON )

Bottom line: Inside Legal Data: London is built for leaders who have moved past “we need better reporting” and are now solving the real question: how to make data a durable, governed asset that drives decisions—commercially, operationally, and safely—in an AI-shaped market.

When AI isn’t the bottleneck, knowledge is

Mon, 02 Feb 2026 18:37:02 GMT

Most firms will arrive in 2026 with no shortage of AI tooling. The harder problem is what sits underneath it: whether your firm’s knowledge foundations, governance, and operating model are strong enough to make AI reliable, scalable, and defensible in practice.

That’s the premise of AI x KM 2026 - Knowledge Management as infrastructure, not support, and treating the “knowledge backbone” as the real differentiator in the next phase of legal transformation.

Hosted by Inside Practice as a one-day, in-person forum, AI x KM 2026 is built for senior KM, innovation, and operational leaders who are done with abstract AI talk, and ready to compare notes on what it actually takes to move from experimentation to sustained capability.

The conversations to watch

Adoption isn’t a rollout. It’s alignment.
Featuring Barbara Taylor and Elisabeth Cappuyns of DLA Piper our day opens with a direct attack on the #1 execution risk: tools that don’t stick because workflows, roles, and incentives never changed. “Driving Adoption in Law Firms: Aligning Knowledge, Workflows, and AI” is framed around selection, implementation, feedback loops, and change management, so AI becomes a usable part of practice, not another tab attorneys ignore.
KM “lifecycle” models are being replaced by living systems.
Moderated by Katya Linossi of Clearpeople, “From Lifecycle to Living System: Reimagining Knowledge in the AI Era” pushes on a key tension: the moment AI reshapes how knowledge is created and reused, static models break. Expect a discussion centered on capture, governance, reuse, culture, and continuous transformation.
The vendor question is really a taxonomy and curation question.
AI success hinges on what you feed it, how you structure it, and who decides. “KM, Lawyers, and Vendors Working Together: Partnering with AI to Power Law Firm Expertise” is oriented around building effective taxonomies, deciding which assets become AI-ready, and translating outputs into lawyer-ready playbooks and workflow artifacts, done well, this is where KM becomes a multiplier. Panelists come from Ballard Spahr.
Pilot design is strategy, because vendor evaluation is now a core capability.
“Designing Pilots with Purpose: Turning AI Vendor Evaluations into Scalable KM Solutions” is a case study Led by Tom Trujillo of McGuireWoods LLP , built around the unglamorous work: vetting, selecting, proving value, planning financially, and avoiding adoption theater.
Future-proofing means planning for tool depreciation and governance debt.
AI stacks won’t stand still. The “Future-Proofing Your AI Strategy” led by Morgan Llewellyn of HIKE2 tackles total cost of ownership, the speed of tooling change, and why strong knowledge/data foundations are the only sustainable hedge.

The afternoon then turns to where KM strategy becomes visible to users: search, UX, and matter-level intelligence :

“Aligning Knowledge Strategy with AI” with Michael Korn of Paul Hastings LLP
“Reimagining Enterprise Search” with Nicole Bradick of Factor Law
“Transforming Legal Knowledge into AI-Driven Case Intelligence” with Scott Kaiser of Mayer Brown
(And yes, there’s a networking reception to close.)

Key details at a glance

Date: Wednesday, April 29, 2026

Time: 9:00 AM – 5:30 PM (EST)

Location: New York

Early bird: Confirm by February 13, 2026 to save $300 (code AIKMNYC )

Bottom line: If your firm’s AI story is starting to sound like “we bought tools,” AI x KM 2026 is designed to pull the conversation back to what actually determines outcomes: knowledge design, governance, adoption, cost, and the operating model required to make AI trustworthy in practice.

How do firms build cultures that sustain high performance without burning people out?

Mon, 26 Jan 2026 23:07:28 GMT

First Look at Legal Wellbeing: New York 2026 - From Stigma to Strategic Advantage

The conversation about wellbeing in law has moved from “nice-to-have” initiatives to a strategic question: How do firms build cultures that sustain high performance without burning people out?

The Numbers speak for themselves:

These data points don’t just describe a wellbeing issue, they highlight the operational risks: quality, client experience, retention, and leadership credibility.

Legal Wellbeing: New York 2026 brings together law firm leaders, wellbeing and mental health experts, people-strategy teams, and legal operations professionals - at a time when every-day, real-world events are accelerating the deterioration of the professions health - for a full-day program focused on leadership, culture, measurement, and resilience. Expect practical frameworks, honest discussion, and a peer community working through the same pressures, workforce expectations, accelerated digitization, and an always-on pace.

Here are just a few highlights you won’t want to miss:

1. Evolving Professional Identity in the Legal Profession

Legal career paths are being reshaped by changing client demands, shifting talent expectations, and the rise of AI. In this keynote Libby Clarke (NYSBA Attorney Wellbeing Task Force) and Kerry Murray O’Hara (DBT Wellness & Psychological Services) tackle the very human impact of that change: uncertainty, anxiety, and identity disruption. Leaders will explore how to help lawyers recognize transferable strengths, reframe “career pivots” as opportunity, and support professional growth as a core component of wellbeing.

2. AI’s Impact on Legal Wellbeing

AI can reduce friction but it can also amplify stress when it lands without clarity, support, or a plan. Natalie Runyon (Thomson Reuters) and Christina Farinacci‑Roberts (Head Heart Hands Consulting) look at where AI is genuinely helping legal teams (and where it creates new pressure), including the fear of change, skills anxiety, and what happens when traditional models feel threatened. The focus: using technology in a way that supports sustainable performance instead of accelerating burnout.

3. The Psychology of Burnout: What Four Decades of Data Reveal About Lawyer Wellbeing

Burnout isn’t just about workload - it’s often rooted in the way high-performing professionals are wired. Renee Branson (RB Consulting) is joined by Dr. Larry Richard to share insights drawn from decades of research into lawyer personality traits and stress risk factors, plus practical tools and habits that support resilience over the long term.

4. Talent, Retention, and Wellness: The New Formula for Legal Success

Deborah Ndao (Skadden) and Ian Shea (I M Human) examine why wellbeing is increasingly a retention strategy, and a competitive differentiator in hiring. Together they will connect the dots between wellness, talent outcomes, and performance, sharing approaches firms are using to support lawyers’ personal and professional goals while creating healthier, more sustainable working environments.

5. Practical tools to close the day

Legal Wellbeing: New York also includes guided, skills-based moments, such as progressive muscle relaxation and a closing meditation session, plus sessions on habit-building and reframing wellbeing as a driver of performance (not just “damage control”).

Why Attend?

Legal Wellbeing: New York is built around three strategic themes:

leadership and culture reinvention
data and metrics that move wellbeing from ad hoc programs to measurable strategy,
resilience at scale—designing ways of working that support performance by default.

If you’re a firm leader, people/HR leader, legal ops professional, in-house counsel, or anyone tasked with shaping the future of legal work, you’ll leave with fresh ideas, peer-tested insights, and a stronger network of practitioners committed to the human side of legal excellence.

Key Details (at a glance)

Date: Wednesday, March 18, 2026
Time: 9:00 AM – 5:30 PM ET (with breakfast, interactive sessions, and an end-of-day networking reception)
Location: SUNY Global Center, NYC
Early Bird: Confirm by Feb 20, 2026 and save $300 with code WELLBEING26

See the full agenda and confirm your place on InsidePractice.com

From Experiment to Infrastructure: Why Legal AI’s Next Crisis Isn’t Capability, It’s Control

Fri, 16 Jan 2026 14:26:00 GMT

Inside Legal AI Brief: 01/16/26

For the past two years, the legal industry has treated AI the way a toddler treats a marker: with wide-eyed wonder, frantic enthusiasm, and absolutely no plan for what happens when it ends up on the walls.

Because legal AI has mostly been framed as a question of possibility: What can it do? How fast is it improving? Which tools should firms test?

And to be clear: that phase is done. It’s over. The “AI as a fun side quest” era has ended.

Because across the legal market, vendors, law firms, courts, regulators, professional bodies - AI is no longer being treated like an experiment. It’s being absorbed into the infrastructure of legal work.

Which is a huge change, because “experiment” is where you can shrug and say, “Well, that didn’t work,” like you tried making sourdough in 2020. “Infrastructure” is where, if it fails, society starts emailing you like, “Hi, I can’t access my rights today, is the system down?”

And that’s what changes the risk profile entirely.

This is no longer a story about whether AI works. It is now a story about whether legal institutions are prepared to control it, govern it, and then, this is the real kicker, live with it .

Because it’s one thing to invite AI into the building. It’s another thing to realize you’ve given it keys, a badge, and a desk right next to the confidential files.

The Inflection Point We’re Already Past

Here’s one of the clearest signals something fundamental has shifted: AI has crossed an internal threshold inside institutions.

Vendors are no longer selling discrete tools, little “helpful” add-ons you can trial and then quietly abandon like a gym membership. They’re selling agentic systems , often paired with pricing models that are basically designed to encourage mass adoption.

Litera’s rapid growth after launching no-cost access to agentic capabilities is a perfect example: remove friction, and adoption accelerates. ( Business Wire )

And courts?

Courts are not just watching from a safe distance, stroking their judicial chins and murmuring, “Hmm.” U.S. judges are reportedly already using AI to summarize filings and assist with drafting. ( Wall Street Journal )

Which is… significant!

Because once judges start using AI as a convenience layer, that doesn’t stay a “nice-to-have.” That changes how lawyers write, how they brief, what they emphasize, and what they assume will be “picked up.”

And institutional change rarely arrives with fireworks. It arrives through normalization: one more workflow, one more “assist,” one more quiet assumption that the machine is just… part of the process now.

That moment has already passed.

The End of AI Euphoria and the Rise of Scrutiny

Now, investment in AI hasn’t slowed. But it has sobered up.

The market is moving beyond the “try everything” phase, where everyone acted like they were at a tech buffet piling shrimp onto their plate with both hands, and into a phase of discipline. Spending is being redirected toward what you need if AI is going to operate at scale without turning your firm into a liability factory:

governance and oversight
security and data control
reliability and auditability
integration with knowledge, data, and workflow systems
and ROI you can actually explain to leadership and clients without sounding like a cult member

And this shift mirrors what enterprise leaders are saying more broadly. McKinsey’s State of AI points to organizations focusing less on experimentation and more on operationalizing AI in ways that survive scrutiny. ( McKinsey )

Which makes sense. Because AI is no longer “innovation theater”, where everyone gets to wear a headset and say “synergy” and then go home.

It is entering the same governance conversation as billing systems, pricing models, and client data platforms.

Meaning: boring, consequential, and full of meetings. The true nightmare.

Governance Is Rising, but Fragmenting

If this were a neat story, regulation would be converging smoothly behind adoption. It is not a neat story.

In the United States, AI governance is emerging through state-level activity, which means we’re heading toward the regulatory equivalent of being attacked by a flock of birds: not one clean problem, but dozens of small, frantic ones coming from different angles.

You’ve got legislative developments in Texas ( Texas Legislature Online ), policy direction in California ( Governor of California ), and the likely future is layered compliance rather than one national framework.

And in the UK, the signal is different but still consequential: professional bodies like the Law Society are issuing increasingly urgent guidance on pace and risk, even while enforceable standards remain fluid. ( Law Society )

So if you’re a firm operating across jurisdictions, the risk is not “no regulation.”

It’s fragmentation .

Which forces governance decisions now , before standards stabilize, meaning you’ll be building the plane while multiple governments are simultaneously arguing about what counts as a wing.

The Quiet Risk: Reliability and Security

Here’s the part that tends to get buried under shiny demos: as AI systems become more autonomous, their failure modes become less forgiving.

Agentic systems introduce new attack surfaces, new manipulation risks, and new questions about containment. And the OWASP GenAI project has started formalizing these concerns, highlighting that agentic architectures demand fundamentally different security assumptions. ( OWASP GenAI )

And in legal contexts, those security and reliability questions aren’t abstract “tech issues.”

They are privilege issues. Confidentiality issues. Professional liability issues. Client trust issues.

Because if a system has memory, persistence, and the ability to take delegated action, the question isn’t “Can it draft a clause?”

The question is: What happens when it drafts the clause, stores the clause, reuses the clause, and confidently cites the clause in a context where it absolutely should not?

The industry’s focus on capability has obscured a much harder question:

Can these systems be trusted, audited, and governed inside real institutions, the kind with malpractice exposure and ethical duties and clients who do not accept “the robot did it” as a defense?

Workforce Redesign Is Beginning - Without a Map

AI is no longer just augmenting legal work. It is starting to reshape how time, effort, and value are defined.

Some firms are making that shift explicit. Ropes & Gray’s decision to credit associates for AI-related effort is a tangible signal that work design is changing. ( City A.M. )

And that’s actually a big deal, because it acknowledges the reality: if AI changes the workflow, you can’t keep measuring productivity using the same old yardstick and then act surprised when everyone’s miserable.

Meanwhile, broader workforce signals, burnout, dissatisfaction, suggest institutions are redesigning work faster than they are redesigning incentives, evaluation models, and professional identity.

So the risk is not “people will resist AI.”

The risk is that work changes, and the definition of success doesn’t.

And that creates a professional environment where the rules are unclear, the expectations are inconsistent, and everyone feels like they’re being judged on metrics designed for a different century.

The Core Insight: Capability Is No Longer the Constraint

Put all of this together and you get one conclusion:

The limiting factor for legal AI is no longer technological capability.

It is institutional readiness.

Readiness to govern.
Readiness to secure.
Readiness to explain AI-mediated decisions to clients, courts, and regulators.
Readiness to redesign work without eroding trust or professional judgment.

Because the next phase of legal AI will not be won by the firms with the most tools.

It will be won by the firms that treat AI as infrastructure , not magic , and invest like it.

Which, unfortunately, is the least glamorous kind of investing. It’s not “Look at our futuristic demo.”

It’s “We built controls, audit trails, policy, security, training, and accountability.”

In other words: not a fireworks show. A foundation. And in law, the thing you build on matters a lot more than the thing you show off.

The Inside Legal AI Brief, is the newly reformatted Inside Legal AI Newsletter.

For more information on Inside Legal AI: www.insidelegalai.com

For more information: www.insidepractice.com

This brief was developed using AI tools in conjunction with proprietary internal research, expert inputs, and established editorial processes.

For more information please reach out to us at contact@insidepractice.com

The Leadership Paradox at the Heart of Legal Wellbeing

Mon, 29 Dec 2025 16:08:59 GMT

Why Accountability Requires Letting Go of “Control”

Most legal leaders want the same thing: teams that take ownership, follow through, and deliver high-quality work without constant escalation, chasing, or reminders.

But in high-pressure environments, many of us reach for the same familiar tools: more oversight, tighter checking, higher standards, more urgency. We call it “accountability.” In reality, it often becomes control.

And that’s the paradox.

The more leaders attempt to control outcomes through pressure, perfectionism, and micromanagement, the more they can unintentionally reduce the very things they’re trying to build: ownership, initiative, trust, and sustainable performance.

That’s the focus of The Power Paradox™ - Why Accountability Requires Letting Go of “Control” , an Inside Practice online discussion designed to help legal professionals rethink accountability, so it becomes a driver of resilience and results, not burnout and resentment.

The accountability trap in law

Accountability is not a soft topic in legal. It’s often framed as the difference between:

a high-performing team and a constantly firefighting one
proactive delivery and last-minute surprises
trust and “I’ll just do it myself”

But legal work also creates the perfect conditions for control-based leadership: significant risk, demanding clients, compressed timelines, and a culture where precision matters. Under pressure, it’s easy to assume that more control equals better outcomes.

The problem is that control rarely scales.

When leaders over-function, teams under-function. When every detail is managed from the top, people stop thinking like owners and start behaving like task-takers. Short-term compliance can look like success, until engagement drops, communication fractures, and performance becomes dependent on relentless oversight.

What we’ll explore in The Power Paradox™

In this session, Libby Clark, Esq. and Dr. Kerry Murray O’Hara, PsyD unpack why real accountability doesn’t come from intensity, fear, or constant monitoring. It comes from creating the conditions where people can take responsibility and perform at their best.

Together, they’ll explore:

Why control backfires: How pressure-based tactics (perfectionism, urgency, and micromanagement) can create short-term compliance while eroding trust, engagement, and initiative over time.
Leadership through autonomy: What it actually takes to build clarity, psychological safety, and shared responsibility, so teams can operate with higher ownership and fewer handoffs, check-ins, and bottlenecks.
Practical accountability frameworks: Simple, usable approaches to improving follow-through and communication, without defaulting to more oversight, more chasing, or more pressure.

This isn’t theory. It’s a practical reset: how to move from fear-driven control to trust-based leadership that holds standards and protects wellbeing.

Why this matters now

Legal teams are being asked to deliver more, with fewer buffers. Many leaders feel caught between two competing realities:

the need for speed, precision, and predictable delivery
the need to protect long-term health, engagement, and retention

The “control” default often feels like the only lever available. But it’s also one of the fastest routes to burnout—for the leader and the team.

The Power Paradox™ offers an alternative: a shift in mindset and approach that can improve performance while reducing the stress of constant monitoring and second-guessing.

Who should attend

This webinar is designed for legal professionals who lead people, shape culture, or manage performance in high-pressure environments, including:

Law firm partners and practice group leaders who want more ownership and follow-through, without increasing pressure
Managing partners and firm leadership building sustainable, high-performing teams
In-house legal leaders and senior counsel managing complex workloads across cross-functional stakeholders

If you feel stuck between demanding results and protecting long-term team resilience, this discussion is for you.

Speakers

Libby Clark, Esq.

Co-Chairperson, NYSBA Attorney Wellbeing Task Force

Libby is an attorney and strategist who has led impactful initiatives on lawyer wellbeing, with a focus on leadership clarity and building healthy, high-performance cultures.

Dr. Kerry Murray O’Hara, PsyD

Clinical Psychologist; Director & Founder, DBT Wellness & Psychological Services

Dr. O’Hara is a clinical psychologist specialising in workplace mental health and wellness, bringing deep expertise in the psychology of leadership, team dynamics, and sustainable accountability.

Key details

Date: Wednesday, February 4, 2026
Time: 11:00am -12:00pm EST
Location: Online - Inside Practice Community

Complimentary attendance is available for those who confirm their place by 21 January using code: POWER .

Questions about registration? Please contact contact@insidepractice.com

Join the discussion

Accountability doesn’t require more control. In many cases, it requires less—plus more clarity, stronger agreements, and leadership that builds autonomy instead of dependency.

If you’re ready to challenge the assumptions that keep leaders stuck in micromanagement, and replace them with a healthier, more effective approach, join us for The Power Paradox™.

Confirm your complimentary place by 01.21.26 code POWER

One Question: How do we Build Legal AI that can be Trusted?

Mon, 29 Dec 2025 15:52:07 GMT

Knowledge discipline and architectural control now matter more than models.

For most law firms, the AI conversation has already moved on from curiosity.

The early questions of can this draft, summarize, speed things up?, have largely been answered. What firms are grappling with now is something more difficult and more consequential: what does it mean to trust AI inside a legal operating environment?

Not “trust” in the abstract. Trust in the very practical sense that partners, risk teams, and clients care about:

Can we rely on the output?
Can we explain how it was produced?
Can we defend the system that produced it?

Across recent Inside Practice discussions with firm leaders, innovation teams, and technologists, a consistent pattern is emerging. Legal AI rarely fails because the model underperforms. It fails because the surrounding system was never designed for reliability.

Two pressure points show up again and again: how firms handle knowledge, and how they control access as AI systems become more autonomous. Each exposes a different weakness. Together, they explain why so many pilots stall when firms try to scale.

Why “adding retrieval” hasn’t delivered reliability

Retrieval-Augmented Generation (RAG) is often positioned as a corrective - a way to ground AI output in firm knowledge and reduce hallucinations. In practice, many firms discover that retrieval solves one problem while revealing several others.

Outputs may be technically linked to internal documents, yet still fall short of legal standards. Answers sound plausible but miss critical nuance. Authorities are incomplete. Context is flattened. The result is work that feels risky rather than reliable.

The issue is rarely the retrieval technique itself. It is the condition of the knowledge being retrieved.

Most law firm knowledge environments were not built with machine consumption in mind. Information is spread across systems, structured inconsistently, maintained unevenly, and constrained by governance requirements that matter enormously in legal practice, ethical walls, matter boundaries, jurisdictional sensitivities.

When that reality is ignored, RAG becomes a thin layer over unresolved complexity.

What firms are learning (often the hard way) is that reliability begins upstream. Before retrieval ever takes place, knowledge must be prepared: structured so meaning is preserved, terminology aligned across practices, outdated material addressed, and context narrowed deliberately so systems are not forced to guess.

Governance here is not a policy exercise. It is an architectural one. If context is too broad, models improvise. If it is too narrow, they underperform. Designing that balance is work firms can no longer avoid.

These realities are the focus of From Retrieval to Reliability: Making RAG Work in Law Firms , a live Inside Practice discussion on January 23, 2026, led by Illitch Real and Zsolt Apponyi of Rubiklab. The session is grounded not in theory, but in the operational realities firms encounter once they try to deploy RAG beyond controlled demos.

When AI stops answering questions and starts taking action

As firms move beyond retrieval and drafting, a second challenge emerges, one that raises the stakes considerably.

Agent-based systems change the nature of the risk. These systems do not simply respond to prompts. They interact with tools, touch data, and initiate actions. At that point, familiar governance questions become more urgent:

What can the system access?
What is it allowed to do?
And how consistently are those rules enforced?

Many firms discover that their existing AI governance frameworks were designed for a different era, one where AI lived inside a single interface and operated largely as a passive assistant. Agents expose the limits of that model. Permissions are implemented inconsistently. Integrations proliferate. Different tools expose the same data in different ways. Control becomes fragmented, and with it, accountability.

This is where architectural questions move to the foreground. The Model Context Protocol (MCP) has attracted attention not because it promises better answers, but because it addresses a different problem: how AI systems connect to the environments they operate within.

MCP focuses on standardizing the interface between AI applications and external resources, data sources, tools, and workflows. For law firms, its relevance lies in the possibility of reducing integration sprawl, enforcing permissions consistently, and introducing auditability into how AI systems actually function in practice.

Whether MCP itself becomes the dominant standard is almost beside the point. The underlying shift is more important. Firms are beginning to recognize that control cannot be bolted on after the fact. It has to be designed into the system.

These issues will be examined in Mastering AI with MCP: A Protocol for Controlling AI Data Access , taking place on January 21, 2026, with Morgan Llewellyn of HIKE2 . The discussion is aimed squarely at firms that are already experimenting with advanced AI and are now confronting the operational consequences.

The uncomfortable middle ground firms are now in

What connects these two conversations is not technology, but operating reality.

Many firms are stuck in an uncomfortable middle ground. They have pilots that impress. They have proof-of-concepts that work under controlled conditions. But when asked whether those systems could be trusted across matters, practices, and jurisdictions, confidence drops.

The reason is structural.

Knowledge is treated as content rather than infrastructure.
Access is treated as configuration rather than design.
Governance is treated as oversight rather than architecture.

The result is AI that performs well in isolation but struggles when exposed to the complexity of real legal work.

What is emerging instead is a more demanding and more realistic view of legal AI:

Knowledge must be prepared intentionally, not simply indexed.
Context must be constrained deliberately, not inferred.
Access must be standardized, not recreated tool by tool.
Control must be embedded in architecture, not managed through exception handling.

This is not glamorous work. It does not produce viral demos. But it is the work required if AI is to become something firms can rely on rather than continually manage around.

Why these conversations matter now

Neither of these discussions are about chasing the next tool. Both are about confronting decisions firms are already making, often implicitly.

How much autonomy are we prepared to allow
Where do we draw boundaries and how are they enforced
What does “reliable” actually mean in a legal context

As AI capabilities accelerate, these questions are becoming harder to defer. Firms that address them deliberately will be better positioned to scale. Those that don’t will find themselves constrained not by regulation, but by their own systems.

RAG is not “just retrieval.” MCP is not “just integration.”

Both point toward the same destination: AI that is safe enough to scale, consistent enough to trust, and governed enough to defend.

We invite you to join these discussions.

Two events. One question: how do we build legal AI that can be trusted?

Register using codes AGENTS (MCP) and RAGAI (RAG).

Geopolitics & ESG: The Convergence That Will Define Corporate Risk in the Decade Ahead

Sun, 16 Nov 2025 22:52:21 GMT

There are moments in the evolution of business where two previously distinct domains collide with such force that they reshape the operating landscape for an entire generation of leaders. The convergence of geopolitics and ESG is one of those moments.

For the better part of two decades, ESG issues were largely treated as adjacent to the core concerns of global commerce. They were discussed through the lenses of corporate responsibility, investor pressure, brand positioning and, increasingly, regulatory expectation.

Geopolitics, by contrast, was the realm of foreign policy, security analysis, and national strategy, relevant to some sectors, yes, but rarely framed as a mainstream business or legal risk.

That separation no longer exists.

Today, geopolitical instability is not an external factor; it is a structuring force within ESG.

Wars reshape supply chains. Sanctions redefine market access. Authoritarian resurgence alters human rights exposure. Energy politics determines climate strategy. Technology controls and cyber conflict transform governance and data security. Political polarisation fuels regulatory fragmentation. Migration, food insecurity, water scarcity, and climate displacement no longer sit on the periphery, they underpin strategic choices.

We have entered an era where geopolitics is ESG , and ESG is geopolitics .

The organisations that understand this, and embed this convergence into their governance, legal strategy, and risk infrastructure, will be resilient in an increasingly unstable world. Those who cling to the old separation will find themselves strategically blind, operationally vulnerable, and legally exposed.

The Age of Geopolitical ESG Risk

To understand this transformation, we must acknowledge a fundamental reality: we are now navigating the most complex geopolitical environment since the end of the Cold War.

But unlike earlier periods of instability, globalisation has made every geopolitical shock travel instantly across borders, through supply chains, capital flows, regulatory systems, and digital networks.

A war in one region becomes a disruption to manufacturing in another, a sanctions escalation elsewhere, and investor concern everywhere. A tariff dispute triggers price volatility, labour unrest, and operational uncertainty simultaneously. A cyberattack executed in one jurisdiction becomes a corporate governance and disclosure issue in multiple markets.

This geopolitical environment is no longer episodic; it is structural. It is characterised by:

The re-emergence of great-power competition
Multipolar fragmentation and weakening global institutions
Sanctions becoming a primary instrument of foreign policy
Weaponisation of supply chains
Politicisation of climate and sustainability policy
Migration pressures reshaping markets and labour
Hybrid conflict: cyber, AI, information, infrastructure disruption
Resurgence of industrial policy and national security screening

Each of these forces cuts straight through the heart of ESG, but not as the industry has historically defined it.

ESG’s future is not in scorecards or slogans. It is in understanding and navigating risk, resilience and responsibility in a politically volatile world .

Boards Are Not Prepared for the Convergence

Through the four roundtables of The ESG Reset, one insight came through repeatedly: boards and executive teams are not equipped for the intersection of ESG and geopolitics .

They have governance committees, audit committees, risk committees, sustainability committees, but few boards have built the horizontal oversight needed to understand how geopolitical turbulence affects ESG obligations, legal exposure, investor expectations, or supply-chain accountability.

It is not that boards lack expertise. It is that the convergence is new, rapid, and multidimensional. Traditional ESG frameworks were not designed to handle:

export-control regimes
supply-chain sanctions enforcement
forced-labour presumptions
wartime energy instability
regulatory divergence across competing geopolitical blocs
disinformation risk
cyber escalation
rapid market bifurcation

This is no longer a world where ESG can be delegated to a siloed function.

It demands strategic governance , a board-level operating system that ties geopolitical intelligence directly into risk management, legal strategy, and financial planning.

Without that integration, companies will find themselves caught between contradictory obligations, conflicting stakeholder expectations, and unprecedented legal uncertainty.

Supply Chains Are the New Battleground

If geopolitics and ESG meet anywhere most forcefully, it is in the global supply chain.

For decades, companies sought optimisation, efficiency, and cost reduction. Today, those priorities are colliding with forced-labour laws, sanctions and export controls, climate-related disruption, political instability, resource scarcity and infrastructure fragility

The supply chain has become the frontline of legal liability.

A single misstep: a supplier in a sanctioned region, an opaque subcontractor, a human-rights breach can trigger:

regulatory enforcement
shareholder litigation
reputational damage
operational shutdowns
loss of governmental or investor trust

Boards that once viewed supply-chain transparency as a sustainability exercise must now view it as a geopolitical necessity.

The Rise of ESGT: Adding Technology to the Equation

One of the most compelling interventions during The ESG Reset came from A ndrea Bonime-Blanc , who argued for the evolution from ESG to ESGT - embedding Technology as a fourth pillar.

She is right.

Technology is no longer peripheral. It shapes:

cyber exposure
AI governance
intellectual-property vulnerabilities
data privacy
cross-border information controls
critical infrastructure dependence

AI will accelerate geopolitical volatility

It is a tool of competition, surveillance, misinformation, economic leverage, and military power. Its governance cannot be separated from ESG obligations, nor from geopolitical realities.

The organisations that treat technology as a strategic risk, rather than an operational detail, will be the ones best placed to navigate both ESG and geopolitics over the next decade.

Regulators Are Moving Faster Than Companies

One of the most overlooked dimensions of the geopolitical-ESG convergence is the regulatory discrepancies across markets.

Even given its recent "slow-downs" and recent retreats, the EU's regulatory regime blends ESG, human rights, climate policy, and digital governance into a unified compliance architecture. The U.S., meanwhile, is bifurcating: federal agencies tighten climate and disclosure rules while individual states pursue either pro-ESG or anti-ESG agendas, creating fragmentation that multinationals must navigate with extraordinary precision. In Asia, regional blocs are aligning sustainability with national competitiveness and supply-chain control.

What this means is simple but profound: Regulation is becoming the geopolitical expression of ESG.

Compliance is now a geopolitical exercise. Disclosure is a political act. Corporate behaviour is a matter of national and supranational interest.

Those who underestimate this shift will face litigation exposure, enforcement risk, and reputational volatility far beyond anything seen in the last decade.

Investors Are Reacting, Not Retreating

One of the myths circulating in public discourse is that investors are pulling back from ESG. The reality is more nuanced. Investors are not abandoning ESG - they are abandoning ambiguity.

From our discussions with investor experts during The ESG Reset, several themes are clear:

Investors want materiality, not slogans.
They want clarity on what matters , and why.
They want evidence of value creation and risk mitigation .
They want disclosure that reflects geopolitical and regulatory reality .

Investors are not anti-ESG. They are anti-noise.

The Strategic Imperative: Building Geopolitical ESG Intelligence

So what should senior leaders, particularly legal leaders, do?

Three imperatives stand out.

Build a board-level geopolitical risk architecture: T his means integrating political-risk intelligence, ESG governance, legal risk, and supply-chain due diligence into a unified oversight model. Not quarterly. Not annually. Continuously.
Redesign ESG around materiality, not aspiration: The era of covering everything is over. In a geopolitical world, companies must cover what matters most, legally, strategically, and operationally.
Reframe compliance as competitive advantage: The companies that can navigate divergent regulatory landscapes and shifting geopolitical tensions will be the companies that win investor trust, market access, and operational resilience.

A New Era of Corporate Responsibility, Rooted in Reality

The convergence of geopolitics and ESG is not a temporary phase or a passing inflection point. It is the new operating environment for global business.

This is an era where responsibility is measured not by what organisations say, but by how they govern; not by what they promise, but by how they manage risk; not by how they report, but by how they navigate complexity.

For leaders, especially in the legal, ESG, and governance communities, this is a moment of both challenge and opportunity. It is a call to rethink, retool, and recalibrate.

The ESG Reset made one thing clear: The future belongs to organisations that understand the world as it is, not as it was.

And today, that world is undeniably geopolitical.

If you missed the Legal ESG Rest - catch the reply here

The ESG Reset: Why Legal Is Now in the Driver's Seat

Fri, 07 Nov 2025 16:39:11 GMT

For the past several years, Environmental, Social, and Governance (ESG) criteria represented a clear, forward-moving consensus. That consensus has fractured.

We have entered "The ESG Reset" - a fundamental reframing of the landscape driven by a potent mix of political whiplash, volatile investor sentiment, and persistent geopolitical crises.

The rules are being rewritten in real time. Political shifts are rolling back federal regulations while "red" and "blue" states wage a proxy war through investment laws. Record outflows from ESG funds signal that investors are dropping the label, demanding tighter oversight. And global conflicts in Ukraine and the Middle East have exposed the extreme fragility of global supply chains, dragging energy security and human rights diligence back to the top of the agenda.

What worked for legal teams in 2023 is no longer sufficient. The era of aspirational reporting is over. The era of high-stakes risk, liability, and strategic resilience has begun.

1. What Has Changed: The Landscape of Regulatory and Geopolitical Shocks

The core challenge of 2025 is fragmentation. Instead of a single path, lawyers now face a minefield of conflicting demands.

Regulatory Whiplash: In the U.S., a sharp federal pivot away from ESG mandates is colliding with aggressive state-level action. California is enforcing sweeping new climate disclosure rules that effectively set a de facto national standard, while states like Texas and Florida actively pass laws to punish firms for considering ESG factors.
European Divergence: The EU, while still the global standard-bearer, is facing its own reality check. Key frameworks like the Corporate Sustainability Due Diligence Directive (CSDDD) and CSRD have seen delays, signaling concerns over reporting burdens and corporate readiness. This creates uncertainty, but the core compliance demands remain.
Geopolitical Realities: Global crises are no longer abstract "S" or "G" factors . The war in Ukraine forced a harsh recalibration of energy policy, pitting green goals against energy security. And conflicts in the Middle East have redefined supply chain risk, proving that regional instability has immediate, global consequences.

2. Why This Matters for Lawyers: A New Frontier of Risk and Liability

This reset fundamentally changes the role of the legal department, moving it from a compliance backstop to a central strategic advisor.

From Compliance to Strategic Advice: Clients are trapped. A multinational corporation may be legally required to report human rights diligence by the EU while being sued by a "red state" pension fund in the U.S. for the exact same policy. Lawyers are now the primary navigators of this "no-win" landscape, crafting compliance strategies that thread an impossibly small needle.
Risk Management Reimagined: The "E" in ESG has been joined by a hard "G" for Geopolitics. Legal risk management now must include geopolitical expertise. Advising on a new factory or supply contract is no longer just a commercial question; it’s an assessment of supply chain resilience, "friend-shoring" viability , and exposure to conflict zones.
Massive Liability Exposure: The new "L" in ESG is "Litigation." As regulators and plaintiffs intensify scrutiny of ESG claims , "greenwashing" liability is skyrocketing. Furthermore, the anti-ESG movement is weaponizing lawsuits to attack corporate diversity programs and climate commitments, exposing firms to legal challenges from all sides.

3. What to Action Heading into 2026: The Legal Team's New Playbook

As we look to 2026, legal leaders must shift from a reactive to a proactive posture. The focus must be on building durable, defensible systems.

Action the Anti-ESG Backlash: This is no longer a fringe movement; it is a well-funded, coordinated legal and political strategy. Legal teams must proactively review and pressure-test all public-facing ESG, climate, and DEI commitments to ensure they are precise, defensible, and directly tied to long-term business value.
Master Cross-Border Regulation: The conflict between U.S. pushback and EU mandates is the new normal. Lawyers must map their company's global footprint against this fragmented regulatory landscape, identifying the most stringent applicable standard (like California's or the EU's) and building a single, harmonized compliance system.
Embed Supply Chain Diligence: The EU's CSDDD has set the new global benchmark for human rights and environmental diligence, even with delays. Legal must lead the operational effort to gain full transparency into supply chains, moving this from a "supplier code of conduct" to a fully integrated risk-management function.
Hardwire Governance: The reset demands a shift from glossy reporting to robust governance. This means embedding ESG and geopolitical expertise directly into board-level risk committees . The lawyer's job is to build the internal mechanisms that prove the company is not just talking about these risks, but actively managing them.

How to Stride Ahead in the ESG Reset

The "ESG Reset" is not an end, but an evolution. It signals a maturation of the market -away from branding and toward the core drivers of Risk, Regulation, Responsibility, and Resilience.

This is a profound opportunity for legal leaders. By embracing this new complexity, lawyers can move beyond their traditional function to become the central architects of corporate resilience. The firms and legal departments that navigate this fragmented landscape won't just protect their clients from risk; they will seize a decisive opportunity to build more durable, valuable, and resilient organizations for the turbulent decade ahead.

Join the discussion

The ESG Reset: Risk, Regulation, Responsibility & Resiliency - This series of 4 90 minute roundtables taking pl ace November 12th & 13th are designed to bring together Legal and ESG ex p erts to explore and navigate this new ESG frontier.

Beyond the Hype - Why the Discussions at Legal AI: New York Are Mission-Critical for Your Firm

Fri, 07 Nov 2025 15:46:53 GMT

The past year has shifted artificial intelligence in the legal sector from a theoretical "what if" to an urgent "what now." The initial excitement of generative AI has given way to the hard, complex realities of implementation, risk, client pressure, and a tangible fear of being left behind.

We are no longer just "piloting" AI. We are in a full-scale race to integrate it, govern it, and prove its value.

The agenda for Legal AI: New York (Nov 20-21, 2025) is a direct response to the most pressing, real-world challenges that law firm leaders are facing right now.

Here’s a look at the critical conversations taking place and why you need to be in the room for them.

1. The Challenge: The Client Expectation Gap

The Real-World Problem: Your clients are not waiting. Corporate legal departments are already adopting AI, streamlining their operations, and analyzing their own data. They now expect their outside counsel to deliver the same (or better) efficiency, transparency, and value. The gap between what clients want and what most firms can deliver is widening, fast.

The Discussion You Can't Miss:

"AI Confidential: What Your Corporate Clients Wish You Knew"
Why You Need to Be Here: This keynote from Farrah Pepper, Chief Legal Innovation Counsel at Marsh McLennan , is a rare look behind the client's curtain. It’s a session dedicated to closing that expectation gap. Attending this is a crucial opportunity to understand what your clients are already doing with AI and how you must align your firm's strategy to remain an indispensable partner, not just a service provider.

2. The Challenge: Moving from "Toy" to "Tool" at Scale

The Real-World Problem: It’s one thing for an "innovation lab" to have a subscription to an AI tool. It’s another thing entirely to deploy it securely and effectively to hundreds (or thousands) of lawyers. This move from "pilot" to "production" is fraught with peril, raising immediate, high-stakes questions about security, data privacy, governance, and ethics.

The Discussions You Can't Miss:

"Navigating the Legal AI Frontier: Ethics, Governance, and Security"
"The Current State of AI Within Law Firms"
Why You Need to Be Here: These sessions, featuring leaders from Thomson Reuters, White & Case, Atlas by ClearPeople and Venable , are for the people who have to actually make AI work safely. Forget the marketing hype; this is where you'll discuss the practical frameworks for protecting client data, managing liability, and building the ethical guardrails that will satisfy your risk committee and your clients.

3. The Challenge: Your AI is Useless Without Your Data

The Real-World Problem: Firms are spending millions on AI tools only to discover a foundational truth: AI is only as good as the data it can access. Decades of unorganized, siloed documents, and "dark data" across myriad systems are the single biggest roadblock to unlocking AI's potential.

The Discussion You Can't Miss:

"From Data Points to Data Maps: Building AI-Ready Knowledge Infrastructure"
Why You Need to Be Here: This session, with Centari and KM leaders from Paul Hastings and McDermott Will & Schulte , tackles the most critical, unglamorous work in legal AI. If you are in Knowledge Management, IT, or Data Strategy, this is your session. You'll learn how to "map" your firm's deal and knowledge artifacts, making them queryable and reliable, the essential first step to building any high-value AI use case.

4. The Challenge: The "Adoption" Crisis

The Real-World Problem: You can buy the best tools, but they are worthless if your attorneys don't—or won't—use them. The billable hour model, innate skepticism, and a simple lack of time create a massive cultural hurdle. How do you turn your most brilliant lawyers into your most effective AI users?

The Discussion You Can't Miss:

"Turning Lawyers Into Innovators"
Why You Need to Be Here: Hear directly from Ropes & Gray and Harvey on how they are cracking the code of adoption. This isn't a theoretical change management talk; it’s a case study on how one of the world's top firms is partnering with its attorneys to build tailored AI agents. You'll learn what it takes to codify expertise and scale adoption across practice groups.

5. The Challenge: Proving the ROI

The Real-World Problem: Every Managing Partner is asking the same question: "What is the actual return on this massive investment?" You need to move beyond "efficiency" as a buzzword and show tangible, operational wins—not just in legal work, but in the business of law.

The Discussions You Can't Miss:

"Beyond the Hype: Real AI Wins in the Business of Law"
"Inside the AI Lab: Exploring Feasibility Studies"
Why You Need to Be Here: These sessions, led by innovators from Ballard Spahr and Morgan Lewis & Bockius , are your new playbook for proving value. They cut through the hype to show real-world AI deployments in marketing, finance, and client experience. The Morgan Lewis "AI Lab" session will provide a framework for running short, effective feasibility studies to quickly determine what's possible and what's profitable.

6. The Challenge: What's Next Is Already Here

The Real-World Problem: While many are still mastering basic prompts, the technology has already leaped ahead. The next frontier is "AI agents", autonomous systems that can execute multi-step tasks. Firms that don't understand this shift will be strategically blindsided.

The Discussion You Can't Miss:

"The Rise of Agents! Definitions, Tasks, and Getting Things Done"
Why You Need to Be Here: This session from Damien Riehl (vLex) is your essential briefing on the immediate future. You'll move beyond the chatbot model to understand what agents are, how they will function in a legal context, and what it will take to manage them.

The conversations at Legal AI: New York 2025 are not abstract.

They are the practical, strategic, and risk-focused discussions you need to be having right now to navigate the most profound technological shift our industry has ever faced.

Three Lenses on the Future of the Legal Profession

Tue, 16 Sep 2025 16:42:03 GMT

The legal profession is standing at a new crossroads.

Forces that once moved incrementally - client expectations, regulatory shifts, technology adoption, and firm culture are now accelerating in parallel. The cumulative effect is profound: law firms are being asked to reinvent how they serve clients, how they uphold responsibility in society, and how they organise themselves internally.

To meet this moment, we have just announced three new programs that each capture a critical dimension of change. While distinct in focus, together they form a framework for understanding where the profession must go next.

Client Intelligence: From Data to Trust

The first program, The State of Client Intelligence in Today’s Legal Profession , recognises a simple truth: clients are changing faster than firms. Data and analytics are no longer optional extras, they are the foundations of competitive strategy. Yet too many firms still treat client intelligence as a marketing add-on rather than a core driver of value.

We will explore how the shift from static CRM systems to dynamic intelligence platforms is reshaping the way firms anticipate client needs, identify risks, and strengthen relationships. AI and analytics are part of the story, but the deeper question is cultural: how can firms convert intelligence into genuine trust and loyalty?

ESG Reset: Lawyers in the Age of Whiplash

The second program, The ESG Reset: Risk, Regulation, Responsibility & Resilience , situates lawyers at the centre of one of the most contested global debates. ESG has moved from being a forward-looking aspiration to a volatile battleground of politics, regulation, and corporate responsibility.

We face regulatory fragmentation between U.S. federal rollbacks, aggressive state-level activism, and Europe’s tightening frameworks. At the same time, anti-ESG movements are fueling litigation and reputational risk. For lawyers, this is not just compliance, it is about guiding clients through uncertainty while defending the profession’s broader role as a steward of societal interest.

The program asks: what does responsible legal leadership look like when the ground beneath ESG is shifting so quickly?

Partner Compensation: Culture at the Core

The third program, Partner Compensation Redesign Cohort , addresses the profession’s most sensitive topic: money, power, and recognition within the partnership. Compensation systems shape culture more directly than any other lever. When they reward the wrong things, politics over collaboration, hours over innovation, they entrench dysfunction.

Our peer-driven cohort will tackle issues that firms often avoid: the distortions of origination credit, the generational divide over fairness and transparency, and the tension between rewarding rainmakers and sustaining collective growth. The aim is not simply new formulas, but new mindsets, ones that align compensation with the behaviours firms need to thrive in the coming decade.

The Interconnected Future

Each of these programs can stand alone. But their real power lies in their interconnection. Client intelligence looks outward, ESG looks to society, and compensation looks inward. Together, they represent the three lenses through which the future of the profession must be viewed:

The Market: How do we understand and anticipate client needs?
The Mandate: How do we uphold responsibility in a fractured world?
The Model: How do we structure firms to deliver on both?

The answers will not come from theory alone. They will come from communities, lawyers, technologists, and strategists willing to test assumptions, share lessons, and design new approaches.

An Invitation

We see these programs not as discrete projects, but as starting points for an ongoing dialogue. They are designed to surface the questions that matter most:

What forms of intelligence will truly differentiate firms in the next decade?
How should lawyers navigate the ESG backlash while staying true to their public role?
Can compensation systems evolve fast enough to sustain collaboration, innovation, and fairness?

We invite you, our community, to engage with these challenges, contribute your perspective, and shape the collective knowledge that will guide the profession forward.

The legal industry has reached a point where adaptation is no longer optional. The firms that succeed will be those that integrate market insight, societal responsibility, and internal alignment into a coherent strategy.

These programs are a step toward that future.

The conversation begins now. Join the discussion.

Legal ESG: London Highlights

Thu, 21 Aug 2025 12:31:53 GMT

Legal ESG: London 2025 — Key Highlights from the Premier ESG Legal Conference

On 8–9 July 2025 , leading legal minds gathered in London for the 3rd Annual Legal ESG: London conference, hosted by Addleshaw Goddard. This two-day flagship event brought together law firm leaders, general counsels, policymakers, and ESG strategists to tackle the most pressing challenges at the intersection of law, sustainability, and geopolitics.

With the theme Risk, Responsibility, Resilience, and Recognition, the event underscored how lawyers are not only interpreters of regulation but also architects of sustainable, ethical, and future-proof business practices.

Some Key Highlights From the Day

Bennett Freeman on Trump 2.0 and the Rule of Law

In a powerful keynote at Legal ESG: London 2025, Bennett Freeman (Chatham House; former U.S. Deputy Assistant Secretary of State for Democracy, Human Rights and Labor) delivered a sobering warning on the state of democracy, governance, and ESG.

Framing his address around “Trump 2.0 and Its Global Implications,” Freeman outlined three urgent messages:

The rule of law in the U.S. is under existential threat , with politicized courts, weakened institutions, and attacks on civil liberties.
The international legal order is steadily eroding , raising profound risks for global accountability and governance.
The ESG agenda—though imperfect—remains too critical to abandon , as it underpins business responsibility and sustainability.

Calling the legal profession a “firewall against authoritarianism,” Freeman challenged lawyers to defend democratic values, resist political intimidation, and lead with integrity in an era of geopolitical upheaval.

Keynote Spotlight: Beyond Compliance – Why Trust is ESG’s Real Currency

At Legal ESG: London 2025, Gihan Hyde (CommUnique CEO) delivered a provocative reminder: ESG succ ess isn’t about ticking compliance boxes—it’s about building trust.

Using the €90 billion Wirecard scandal as a case study, Hyde underscored how robust frameworks can still collapse without authentic communication, inclusivity, and engagement.

Her message rested on three pillars of trust :

Clear Communication – ESG must be transparent, jargon-free, and universally understood.
Legal Legitimacy – True ESG embeds responsibility beyond compliance.
Stakeholder Engagement – Inclusivity is foundational, not optional.

Hyde also exposed three blind spots undermining ESG progress. In today’s ESG landscape, compliance alone won’t protect firms. Only trust, built through transparency and genuine engagement, ensures resilience.

View Our Highlights Video Below

Our Upcoming ESG Events

Legal ESG: Europe : An opportunity for law firm leaders, in-house counsel, compliance professionals, and ESG experts to come together, learn from each other, confront the challenges on the horizon, and commit to a future where ESG is a fundamental element of corporate strategy and legal practice.

Legal ESG: Benelux : We will discuss key themes including regulatory change, political context, litigation, and the evolving role of legal professionals in the ESG space.

Legal AI: London 2025: Real Use Cases, Real Impact

Tue, 19 Aug 2025 11:17:09 GMT

As the legal sector moves from AI experimentation to execution, Legal AI: London (Dec 3–4) brings together the thinkers, builders, and changemakers reshaping how law firms use AI to work smarter, faster, and more strategically. Across two days, attendees will explore how knowledge management, legal operations, and client services can thrive with the right mix of tech, culture, and strategy.

Here are just a few highlights you won’t want to miss:

Stephen Bedford on Building AI-Ready Infrastructure

Dec 3, 10:45 – 11:30 AM | Stephen Bedford , Product Director, Atlas by ClearPeople

AI is only as good as the knowledge it's built on. Stephen Bedford’s session breaks down how firms can bring order to unstructured and fragmented data to unlock real value from AI. A must for anyone wrestling with messy repositories or early-stage taxonomy efforts.

Panel: AI Investment, Pricing & Proving Value

�� Dec 3, 1:45 – 2:30 PM | Moderator : Claire McNamara ( Pennington Manches Cooper ) | Panelists : Sandra Smythe ( Farrer & Co ), Alison Devlin ( Eversheds Sutherland ), Olivia Dhein ( Baker McKenzie ).

It’s not enough to buy AI—firms have to price it right and prove its worth. This panel brings real-world stories from legal KM and innovation leads on how they’re selecting tools, justifying costs, and measuring ROI that matters to clients and leadership alike.

Martin Hasler on People-First AI Adoption

Dec 4, 3:30 – 4:15 PM | Speaker: Martin Hasler , Innovation Manager, VWV

Not all AI tools align with a firm’s people, values, or culture. This thoughtful session challenges firms to evaluate adoption based on inclusion, wellbeing, and long-term impact—not just shiny features. A grounding talk for any team seeking sustainable, human-centered innovation.

Panel: KM Beyond Folders

Dec 4, 12:30 – 1:15 PM | Panelists : Gabriel Karawani (Atlas by ClearPeople), Thomas Procter ( The Lawyer )

The era of KM as static storage is over. This panel explores how firms are transforming knowledge into dynamic, AI-driven intelligence that fuels decision-making, innovation, and client service. If you're ready to reposition KM as a true strategic function, don’t miss this.

Why Attend?

Whether you're leading innovation, managing knowledge, or developing AI strategy, Legal AI: London delivers the clarity and connection points you need to move forward with confidence.

From frameworks for success to cautionary lessons, the event is designed to cut through the hype and focus on what actually works in legal practice today.

See our full agenda here and register your spot.

A Brand New Webinar to Challenge Wellbeing Stigma in Law

Sun, 10 Aug 2025 11:08:05 GMT

Breaking the Silence: Tackling Mental Health Stigma in the Legal Industry

Mental health in the legal profession has emerged as a critical concern in recent years, with stress, anxiety, burnout, and high attrition rates taking a toll on legal professionals across all sectors. Despite growing awareness, mental health stigma in law firms still prevents many from seeking the support they need.

Our upcoming webinar on mental health in the legal industry aims to break through this silence, tackling the deeply embedded fears and barriers that hinder open conversations around mental wellbeing.

Why Mental Health Matters in Law

The legal profession is known for its high-pressure environment, long hours, and emotionally demanding workloads. These factors contribute to a disproportionately high incidence of mental health challenges, yet cultural expectations around stoicism and “toughness” often silence those who are struggling.

As a result, law firms are not only witnessing a mental health crisis but are also facing challenges in lawyer retention, business performance, and overall firm culture .

This webinar explores how law firms can address mental health stigma and build more resilient, inclusive, and high-performing teams .

What You'll Learn

How to create psychologically safe environments in law firms
Strategies to encourage mental health conversations at work
Real-life stories of resilience from legal professionals
Ways to integrate mental wellbeing into broader DEI and ESG strategies
How improving mental health awareness enhances law firm performance and retention

Meet Our Speakers

�� Claire Williamson – Director, Leading Minds Global:

A former City litigator turned resilience coach, Claire helps law firms manage mental health risk and achieve sustainable high performance. With her legal background and deep sector knowledge, she empowers lawyers to thrive in demanding environments.

�� Fiona Fleming – Head of Equity, Diversity & Inclusion, Farrer & Co

An award-winning leader in DEI and mental health , Fiona leads initiatives that have transformed wellbeing in the workplace. Recognized as an “Inspirational D&I Leader” in 2024, she brings practical, impactful strategies to the discussion.

�� Paddy Linighan – Chief Sustainability Officer, Clyde & Co

With over 35 years of experience, Paddy champions the integration of ESG and mental health initiatives within legal operations. His approach to sustainability includes not just the environment but also the wellbeing of employees.

�� Renee Branson – Founder & CEO, RB Consulting

As a Certified Resilience Coach with a background in counselling psychology, Renee specializes in trauma-informed workplace resilience. Her work supports legal teams in navigating stress, crisis, and change with strength and clarity.

Who Should Attend?

This webinar is designed for professionals across the legal ecosystem who are invested in mental health, inclusion, and future-proofing firm culture:

Mental Health and Wellness Practitioners
Diversity, Equity & Inclusion (DEI) Officers
Learning & Development and Professional Development Leaders
Legal Tech & Innovation Professionals
Risk and Compliance Officers
Law Firm CFOs and Strategists
Talent Acquisition and Legal Recruiters
Clients and In-House Legal Teams
Government Legal Professionals
Legal Career Coaches and Mentors
Law Students and Graduates

Whether you’re a partner, associate, HR leader, or support staff, this session will offer actionable insights to enhance wellbeing in legal workplaces . Find out more and register your spot here .

Setting the Scene: Legal AI in the UK

Tue, 29 Jul 2025 11:22:13 GMT

Generative AI once sat on the edges of legal practice—intriguing, but optional. 

Today it is an integral part of UK firms. Regular generative AI use has more than doubled and nearly two‑thirds of firms have already changed day‑to‑day workflows to accommodate the technology, and one in three now ring‑fence budget specifically for GenAI licences.

That surge is matched by hard‑headed commercial logic.

According to Thomson Reuters’ 2024 Future of Professionals report, 77 per cent of lawyers expect AI to have a “high or transformational” impact on their work within five years, and early deployments are reclaiming about four hours per lawyer per week —worth roughly £80,000 in additional annual billable capacity. At the top end of the market, Magic‑Circle and US‑headquartered giants are treating AI as an arms‑race: Allen & Overy has rolled Harvey out to 3,500 lawyers, while DLA Piper, Gibson Dunn and Ropes & Gray are piloting firm‑wide copilots and bespoke LLMs to attack due‑diligence, research and pricing tasks.

In May 2025 the Solicitors Regulation Authority authorised Garfield.Law , the first fully AI‑driven firm in England & Wales—subject to strict safeguards eliminating the risk of hallucinations and confidentiality breaches. Solicitors Regulation Authority . At the same time , the EU’s newly enacted AI Act threatens fines of up to €35 million or 7 % of global turnover for prohibited or non‑compliant systems, dwarfing even GDPR penalties.

In short, the UK profession has sprinted from proof‑of‑concept to standard operating procedure. Budgets are locked, talent strategies are rewired, clients are demanding an “AI efficiency line” in every fee proposal, while regulators stand ready with both licences and penalties.

The question confronting every managing partner is no longer “Should we adopt?” but “How fast can we industrialise AI—before the market and the rule‑book leave us behind?”

Enter Legal AI London 2025

For two intensive days, 3-4 December , the UK’s flagship summit on AI for the legal profession convenes inside Thomson Reuters ’ London HQ.

This peer driven forum will provide the platform for legal tech leaders to share candid “what worked / what tanked” stories, hear from regulators on translating dense rules into practical guard‑rails, and explore case studies on AI labs, drafting copilots, diligence bots, and pricing engines,

Market Shifts You’ll Decode

Talent realignment: Early adopters report ≈30 % faster turnaround on standard docs—freeing talent for high‑value strategy and clients.
Fee re‑negotiations: Corporate legal teams now ask, “Show me the AI efficiency line in your invoice.”
Governance over guesswork: The EU AI Act + SRA oversight will redefine how you vet vendors, sandbox pilots, and certify outputs.
New advisory revenue: Boards increasingly requesting AI risk opinions alongside traditional counsel, birthing an entire service line.

Decide Which Side of the Curve You’re On

Law firms that wait for “best practice” templates will inherit a playbook—written by competitors who showed up first. Join the strategists shaping those templates in real time.

Early‑bird pricing ends 3 September. Secure your seat , lock in up to £600 in savings, and turn AI from a headline into a competitive habit.

Legal ESG Award Recipients Announced

Tue, 08 Jul 2025 19:00:03 GMT

The Legal ESG Awards 2025 recipients have been announced!

These awards celebrate legal professionals leading the way in sustainable and ethical business practices. This year’s expanded categories recognize standout client service, innovative initiatives, and team efforts. The awards highlight the vital role of legal experts in shaping a responsible business landscape and inspiring continued ESG leadership.

LAW FIRM ESG PRACTICE / CLIENT SERVICE AWARD

This award celebrates a law firm that has excelled in delivering client services with a strong focus on ESG principles. It acknowledges the firm's efforts to incorporate ESG considerations into client advice, transactions, and litigation practices, setting a benchmark for ESG excellence in service clients of the legal profession.

�� Travers Smith

LAW FIRM INTERNAL OPERATIONS ESG AWARD

This award recognizes the law firm with exceptional commitment to sustainable business practices. It honours the integration of environmental, social, and governance (ESG) principles into the firm's purpose, strategy and operations, reflecting a dedication to responsible business conduct and a sustainable approach to legal practice.

�� Shoosmiths

LAW FIRM SINGLE ESG INITIATIVE AWARD

This award is presented to the law firm that exemplifies outstanding ESG leadership in the development of and implementation of a single ESG initiative. It recognizes innovative approaches to identifying, developing and implementing a single ESG initiative which is material and core to the business strategy.

�� Clyde & Co

LAW FIRM ESG EMPLOYEE ENGAGEMENT AWARD

This award recognized the greater impact achieved through engaging the firm's employees in ESG initiatives and programs.

�� Gowling WLG

LAW FIRM CLIENT ESG COLLABORATION AWARD

This award will go to those who can demonstrate meaningful and material collaboration between law firms and their client(s) toward a more sustainable, just and equitable society. Together, we can accomplish greater success.

�� Freshfields - Save the Children

LAW FIRM OUTSTANDING ESG LEADER AWARD

Sponsored by Clarasight

Given the key role which law firms play in guiding and advising their clients’ ESG strategies, it is crucial that their law firms are setting the example. It takes an ESG leader within the law firm to ensure the firm is “walking the talk” as well as advising their clients on ESG. This award recognizes as exemplary law firm ESG Leader.

�� Abhay Srivastava, Weightmans

PAUL WATCHMAN YOUNG LAWYER OF THE YEAR AWARD

Named in honour of Professor Paul Watchman, this award celebrates a young lawyer who embodies his passion for ESG law and the development of future legal leaders. In collaboration with his daughter Carla Parsons, Senior Associate at Mills & Reeve, this award recognizes a young legal professional who shows exceptional promise in driving ESG initiatives and shaping the future of responsible legal practice.

�� Ming Zee Tee , Legal Voices of the Future, A&O Shearman

LIFETIME ACHIEVEMENT AWARD

Lawyer Burnout: Protecting Your Energy & Career with Anne-Marie

Thu, 03 Jul 2025 14:20:08 GMT

After 25 years inside the legal machine—as a corporate lawyer, partner-level recruiter and now certified health & wellness coach—Anne-Marie Goodbody knows exactly how high performance can slide into burnout. In a recent Inside Practice interview, she shared her personal collapse in 2009—diagnosed as ME/chronic-fatigue syndrome after literally “falling to the floor” at work—and how that year-long recovery reshaped her mission: helping lawyers build energy, resilience and sustainable peak performance.

Goodbody says burnout is “no longer rare; it’s embedded in the culture of law,” with junior associates and business-services teams now showing symptoms earlier in their careers. While firms have raced to roll out wellbeing policies, a yawning “awareness-to-action gap” remains, often compounded by persistent stigma around admitting struggle.

The solution? Move beyond the old “push through” definition of resilience and adopt an energy-management mindset. Goodbody will unpack practical micro-rituals—balancing blood sugar, two-minute nervous-system resets between calls, sleep hygiene—that lawyers can weave into packed diaries without adding yet another task to the to-do list.

Delegates at Legal Wellbeing: London (11 September 2025) can expect an honest dialogue about what’s working, where culture still lags, and concrete steps to protect individual health and firm profitability alike. “Burnout isn’t failure,” she insists. “It’s a system breakdown we can prevent.”

Ready to future-proof your practice? Join Ann-Marie and a cross-sector faculty at Clyde & Co’s London HQ this September and turn energy into your firm’s competitive edge. Click here to learn more.

Unlocking the Potential of Legal Teams Through Wellbeing and Effective Leadership

Wed, 25 Jun 2025 16:02:43 GMT

In this episode we sit down with Elizabeth Rimmer, CEO at LawCare and a passionate advocate for mental health in the legal profession.

Elizabeth highlights key shifts in legal mental health—more awareness, proactive culture, and empathetic leadership. She also shares insights on busting burnout myths, the need for better management training, and building healthier workplaces.

We're also delighted that Elizabeth is also a speaker Legal Wellbeing: London on September 11, hosting the session State of the Industry: Wellbeing and Mental Health in Law Firms'. The discussion will examine the evolving risks to mental health in the workplace as well as sharing insights and practical steps to build healthier, more sustainable workplace cultures that support wellbeing and mental health.

Culture Over Gimmicks: Building Sustainable Mental Health in Law Firms | Wellbeing in Law

Tue, 10 Jun 2025 09:14:26 GMT

In this episode we sit down with Sam Jardine, Partner at Fieldfisher and a passionate advocate for mental health in the legal profession. Sam shares honest reflections on his 25-year journey in law, the importance of cultural change in firms, and why real well-being goes far beyond fruit baskets and ping pong tables.

As a key speaker at the upcoming Legal Wellbeing: London event September 11, Sam offers a preview of the conversations shaping the future of legal workplaces—covering topics like generational change, flexibility, leadership, and how lawyers can redefine success on their own terms.

Topics Discussed:

The post-COVID shift in workplace culture
Why adaptability beats tradition in modern firms
Mental health, burnout, and the myth of the "insecure overachiever"
Creating inclusive environments for different life stages
Personal stories of growth, grief, and rethinking what matters most

"We can't solve this in one go—but we're not free to stand aside from it." – Sam Jardine

Take part in conversations like this at Legal Wellbeing: London - Click here to learn more and register.

Risk, Resilience, and Reward: What Awaits at Legal ESG London

Thu, 29 May 2025 15:05:56 GMT

ESG has outgrown checklist compliance; it is now a strategic discipline that spans client advisory, operations, and talent. At the same time ESG sits at a pivotal juncture where accelerating regulation is colliding with mounting political and market headwinds.

Legal ESG: London (8–9 July 2025) and the co-located Legal ESG Awards distil that breadth into two high-impact days devoted to resolving today’s hardest ESG problems, and an evening that recognizes the firms and individuals setting new standards.

Together they offer a unique blend of practical insight, peer benchmarking, and public recognition - exactly what in-house counsel, law-firm ESG leaders, and allied professionals need to navigate 2025’s regulatory and geopolitical turbulence and transform ESG from compliance burden into strategic value driver.

Inside the Conference: 8th & 9th July

Strategic advisory (Day 1). Unpacking the geopolitical implications of “Trump 2.0”, ESG clauses in cross-border M&A, climate-catastrophe liability, and the EU Omnibus Directive
Operational integration (Day 2). Sessions pivot inward: Scope 3 emissions engagement, supplier due-diligence standards, net-zero road-mapping, DEI communications, and legal-wellbeing metrics.

Our Key Notes:

Trump 2.0 and its Global Implications: Veteran human-rights advocate and responsible-investment pioneer Bennett Freeman will open Day 1 by mapping how a second Trump administration could recast the geopolitical, regulatory, and ethical terrain for global business and the legal profession.
ESG Engagement: Day 2 begins with Gihan Hyde , award-winning founder of B-Corp communications consultancy CommUnique , who will distil what authentic stakeholder engagement looks like when Scope 3 emissions, supply-chain ethics, and workforce inclusion all vie for boardroom attention.
Preview the full agenda

Spotlight on the Legal ESG Awards

The Legal ESG Awards UK 2025 anchor the opening evening of Legal ESG: London on 8th July 2025 , transforming technical debate into public accountability.

The awards will recognise excellence across seven pillars—client service, internal operations, ESG initiatives, employee engagement, in-house programs, law-firm/client collaboration, and two overall distinctions: Lifetime Achievement and the Paul Watchman Young Lawyer of the Year award.

Finalists Announced

Practical Notes:

Early-bird pricing ends 30 May
The full list of Awards finalists

Bottom line:

ESG must move from principled ambition to measurable performance. Legal ESG: London and the Legal ESG Awards UK provide the knowledge, network, and recognition to lead that transition.

Join us in London and join the discussion.

Announcing our Finalists | Legal ESG Awards 2025

Wed, 21 May 2025 08:16:55 GMT

The Legal ESG Awards UK highlight the significant influence of legal experts in creating a responsible business landscape and challenge the profession to innovate and lead in integrating ESG principles.

The winners will be announced at Legal ESG London on 8 July 2025

Join us in celebrating our finalists :

ESG Practice / Client Service Award

Law Firm Internal Operations Award

This award recognizes the law firm with exceptional commitment to sustainable business practices. It honors the integration of environmental, social, and governance (ESG) principles into the firm's purpose, strategy and operations, reflecting a dedication to responsible business conduct and a sustainable approach to legal practice.

Law Firm Single ESG Initiative Award

Clyde & Co - Legal Insight for Future Talent
Mishcon Purpose

Law Firm ESG Employee Engagement Award

This award recognized the greater impact achieved through engaging the firm's employees in ESG initiatives and programs.

Clyde & Co - Equip, Engage, Enact.
Gowling WLG

Law Firm ESG Client Collaboration Award

Clyde & Co - Pepsico
Freshfields - Save the Children

Law Firm Outstanding ESG Leader Award

Rae Lindsay, Clifford Chance
Patrick Linighan, Clyde & Co
Abhay Srivastava, Weightmans
Max Finney, Shoosmiths

Paul Watchman Young Lawyer of The Year Award

Named in honour of Professor Paul Watchman, this award celebrates a young lawyer* who embodies his passion for ESG law and the development of future legal leaders. In collaboration with his daughter Carla Parsons, Senior Associate at Mills & Reeve, this award recognizes a young legal professional who shows exceptional promise in driving ESG initiatives and shaping the future of responsible legal practice.

Ming Zee, A&O Sherman
Christina Chambers, Mishcon de Reya, Purpose Team

Stay up to date with our winner announcements on our LinkedIn . Best of luck to all our finalists!

For more information: Legal ESG Awards // Legal ESG London

Key Takeaways From Legal ESG Toronto | Part 1

Thu, 15 May 2025 12:04:45 GMT

Re-Wiring Governance: From Student Pressure to Board-Room Imperative

Legal ESG: Toronto was a conference that brought together thought leaders, regulators, and legal innovators to discuss global ESG trends and practical strategies for collaboration, compliance, and resilience. It featured panels, workshops, and keynotes on topics like AI in legal practice, greenwashing, political shifts, ESG oversight, and the rule of law, offering insights to help the Canadian legal profession navigate the evolving ESG landscape.

What Was Discussed at Legal ESG Toronto?

Law-student activism rarely sways balance sheets—until it does. At Toronto, delegates discussed a climate-scorecard that ranks firms by the carbon intensity of their mandates and the creators explained, with clinical calm, how that single data point is already steering candidate interviews. Their takeaway is disarmingly simple: a law firm’s performance on some of these metrics decides who walks through the door—and who quietly walks away. The talent angle is impossible to ignore. Graduates scan the scorecard, cross-reference social-media chatter, and vote with their CVs. Firms that dismiss the rankings as “campus noise” soon discover that pipeline risk is not theoretical; it arrives next recruiting season.

That bottom-up jolt landed in a room already processing darker macro trends. Fresh data from the World Justice Project shows a seven-year slide in government accountability and civil-justice efficiency, even in traditionally stable jurisdictions. When investors knit those scores into sovereign-risk models, financing costs edge up. Add a widening gap in Indigenous-rights enforcement, and a hard truth emerges: credibility lives or dies in the “G,” not the “E” or the “S.”

And what of the Board’s role? Panelists described a “deep-dive loop”: committees map material ESG risks, schedule an immersive workshop, embed outcomes into the proxy circular, and—crucially—treat sustainability metrics with the same internal-control rigour as IFRS numbers. Five years ago, fewer than half of TSX issuers linked pay to non-financial targets; today roughly three-quarters do, and the most ambitious dedicate ten percent of variable compensation to a stand-alone climate or inclusion index. When pay follows purpose, attention follows pay.

Where, then, should Boards start? First, refresh the skills matrix—climate science, Indigenous partnership and digital risk belong beside audit and finance. Second, hard-wire measurable ESG targets into compensation and publish the math. Third, audit every public statement—annual report, podcast, tweet—for alignment. Fourth, fold rule-of-law metrics into country-entry memos. Finally, invite student or early-career voices into the strategy cycle; they spot reputational fractures before the market does.

Governance is no longer the silent letter in ESG. It is the architecture that sustains both credibility and competitiveness in an era when talent, clients and regulators triangulate the same data faster than boards schedule the next meeting.

Big Law Embraces AI: Cleary Gottlieb Launches Firm-Wide Generative AI Platform 'Legora'

Thu, 15 May 2025 11:15:17 GMT

Cleary Gottlieb Partners with Legora to Advance AI Integration in Legal Workflows

Cleary Gottlieb Steen & Hamilton LLP has announced a strategic partnership with Legora , a legal AI platform, to enhance the firm's integration of artificial intelligence into its legal workflows. This collaboration follows a successful pilot program in 2024 and aims to deploy Legora's suite of AI-driven services across the entire firm.

"Cleary is committed to embedding AI into our workflows in strategic and competitive ways," said Cleary Managing Partner Michael Gerstenzang. "Partnering with Legora allows us to unlock efficiencies across the firm and deliver differentiated, high-quality work for our clients."

Legora, founded in 2023 and led by CEO Max Junestrand, is designed to maximize collaboration between lawyers and machine intelligence. The platform enables legal professionals to complete end-to-end tasks more quickly and accurately, enhancing workflow efficiency. Legora supports the review of tens of thousands of documents, offers markup capabilities in Microsoft Word, and is equipped with enterprise-grade security and privacy features. Currently, it is utilized in over 20 countries by more than 250 clients.

"The U.S. is the most important market for innovative legal technology," Junestrand stated. "Legora is excited to expand our footprint in North America and partner with the pioneering lawyers at Cleary. In this fast-moving market, it will be firms like Cleary who lead the way and innovate in their ability to deliver exceptional client service."

This partnership is part of Cleary's broader strategy to integrate AI across its operations. The firm recently acquired Springbok , a generative AI product development company, to accelerate innovation and develop custom AI solutions for clients and practice groups. Additionally, Cleary's e-Discovery and Litigation Technology (DLT) group, ClearyX, and Practice Innovation team are all focused on leveraging AI to enhance legal service delivery.

"Our firm is committed to embedding AI in a way that is both strategic and thoughtful," said Ilona Logvinova , Cleary's Director of Practice Innovation. "This is not about simply rolling out AI across the firm, but about engaging with identified, high-value use cases that enhance our ability to serve clients across practices, teams, and regions."

This partnership marks a significant step in the evolution of legal services, highlighting the growing importance of AI in the legal industry and Cleary Gottlieb's commitment to innovation.

Cleary Gottlieb Partners with Legora to Advance AI Integration in Legal Workflows

This partnership marks a significant step in the evolution of legal services, highlighting the growing importance of AI in the legal industry and Cleary Gottlieb's commitment to innovation.

Greenwashing Under Fire: How Law and AI Are Combating False Eco Claims

Wed, 14 May 2025 08:00:12 GMT

As regulatory and reputational pressures mount, in-house legal teams are finding themselves at the centre of a growing storm around green claims. What was once the remit of marketing or sustainability teams is now a material legal risk—with consequences that span enforcement, litigation, and investor confidence. For in-house counsel, the challenge lies not only in ensuring compliance but also in shaping internal governance frameworks that align environmental messaging with legal and ethical obligations.

Regulators Are Watching—And They Want Evidence

UK and EU regulators have significantly sharpened their focus on environmental claims. The Competition and Markets Authority (CMA) continues to enforce its Green Claims Code, investigating sectors including fashion, travel, and fast-moving consumer goods. The EU’s forthcoming Green Claims Directive will introduce mandatory third-party verification for certain claims, forcing businesses to rethink how they substantiate eco-statements.

In the US, the Federal Trade Commission (FTC) is revising its Green Guides to reflect modern environmental terminology and address ambiguous claims like “carbon neutral” and “net zero.” State-level enforcement is also accelerating, particularly in industries where claims of sustainability are often contradicted by practice.

In-house counsel must now treat environmental claims with the same legal caution as financial statements. Boilerplate language in marketing, packaging, and investor disclosures may no longer be defensible. The legal team’s role is to ensure that any green claim—whether made on a website, in a supplier agreement, or in an ESG report—is evidence-based, verifiable, and consistent across channels.

AI Is a Double-Edged Sword in ESG Compliance

As businesses digitise their ESG efforts, artificial intelligence is emerging as both a risk and a resource. In-house legal teams are starting to rely on AI tools for contract analysis, supply chain audits, and marketing review. Natural language processing (NLP) can scan for non-compliant language or flag unsubstantiated claims, while ESG data platforms use machine learning to identify misalignments between public commitments and operational data.

However, AI can also generate content—including environmental claims—without full context or legal oversight. If your marketing or ESG function uses generative AI to draft copy or sustainability reports, the legal department must assess and sign off on those claims just as they would any traditional communication. Establishing clear controls over AI-generated materials is now part of legal’s risk management mandate.

From Risk Awareness to Risk Exposure: Greenwashing Litigation

The litigation landscape around greenwashing is evolving rapidly. Shareholder activism, class actions, and regulatory investigations are becoming more common, particularly in the US. In Europe, NGOs and consumer groups are increasingly using legal mechanisms to challenge misleading environmental claims.

For in-house counsel, the risk is no longer theoretical. A single poorly worded statement about recyclability, emissions, or product sourcing can trigger an investigation or a lawsuit. This is especially true in industries under ESG scrutiny, such as energy, fashion, finance, and food production.

The reputational fallout is equally critical. Accusations of greenwashing can lead to lost customer trust, increased scrutiny from institutional investors, and internal morale issues—particularly if employees believe corporate values are being undermined. A proactive legal approach is not just about compliance; it’s about maintaining the integrity of the company’s brand and governance culture.

Building Internal Structures for Legal Oversight

In-house legal teams should lead the effort to embed structured ESG oversight across the organisation. This means establishing clear sign-off processes for environmental claims, working closely with marketing and sustainability teams, and ensuring that supply chain agreements include enforceable provisions on sustainability data and verification.

Where AI tools are used, legal must implement a “human-in-the-loop” model to oversee outputs and flag potentially non-compliant statements. Training programs can also help frontline teams understand where legal thresholds lie and when to escalate.

Finally, legal departments should stay ahead of fast-moving regulatory developments. Both UK and US regimes are evolving, and in-house teams will increasingly be expected to advise on how these rules interact with global ESG strategies. Greenwashing is no longer a marginal issue—it’s a headline risk, and legal counsel are key to managing it.

AI and the Law: The UK’s Strategic Gamble in a Shifting Global Landscape

Wed, 14 May 2025 08:00:12 GMT

Early Architecture of UK AI Policy and the ChatGPT Inflection Point

In 2017, then–Prime Minister Theresa May commissioned Professor Dame Wendy Hall and Jérôme Pesenti to produce a landmark report on artificial intelligence (AI), technology, and employment. The resulting UK AI strategy launched that October, creating the AI Office and the independent AI Council. While the Office was staffed by civil servants to oversee implementation, the Council was an expert advisory body.

The Hall–Pesenti report made 20 recommendations across five domains, with an emphasis on data usage, storage, and access. It also addressed AI skills development, leadership, and how businesses could adopt AI tools. A notable recommendation was to position the Alan Turing Institute as the UK’s national AI hub. The government endorsed the strategy, allocating £1 billion in public funding as part of its broader industrial strategy. However, the Turing Institute’s role evolved differently than anticipated, partly due to overlap and competition with university-led research initiatives.

In November 2022, OpenAI’s public release of ChatGPT marked a profound shift. Suddenly, large language models were no longer theoretical or confined to enterprise use—they were widely accessible and immediately impactful. In the aftermath, prominent tech executives lobbied UK policymakers, framing AI as an existential risk. This influenced a shift in policy tone—from one of opportunity to one focused on risk management. Prime Minister Rishi Sunak responded by establishing the AI Safety Institute and, notably, disbanding the AI Council—although the rationale for this decision remains opaque.

AI and the UK’s Global Economic Positioning

The current UK government views AI not only as a technological imperative but also as an economic strategy. Its objectives are threefold: enhance infrastructure (particularly data centres), expand domestic AI expertise, and accelerate AI adoption across industry. The UK seeks to become a global AI hub, while avoiding a “superstar” economic model that is vulnerable to foreign acquisition.

However, policy formation is complicated by uncertainty around which AI firms and technologies will endure. The UK may be better served by fostering a diverse AI ecosystem, rather than replicating dominant US platforms such as Google.

Comparable efforts are underway elsewhere. The French government, for example, has supported national champion Mistral and invested in foundational models—highlighting the risk that governments may back firms that ultimately underperform.

Legal and Practical Considerations

Central to AI infrastructure is the expansion of data centre capacity. However, UK law—particularly in relation to copyright and data processing—applies only to centres located on UK soil. This has implications for AI model training, which increasingly relies on vast and varied data inputs. Moreover, data centres are highly energy-intensive; a typical US facility consumes around 200 megawatts—enough to power approximately 200,000 UK homes or 10 NHS hospitals annually.

The UK government also aims to close the AI skills gap. Upskilling initiatives are underway, with recognition that the skillsets required to build physical infrastructure differ from those needed to design AI models. The UK benefits from a strong talent base in healthcare and education, with labour costs roughly half those in the US Vocational training, including hands-on data centre work, is being promoted, alongside efforts to support local government in AI adoption and retain academic talent.

Barriers and Legal Risks

Funding remains a significant constraint. Public finances are tight, and the government is relying heavily on private investment. This raises sovereignty and governance concerns: private sector involvement in AI infrastructure and model development could outpace regulatory capacity.

Copyright is another major challenge. Legal disputes over the use of protected works in model training are ongoing. Some propose opt-out mechanisms for authors and rights holders, but questions around enforcement and transparency persist.

From a regulatory standpoint, the UK has so far chosen not to introduce dedicated AI legislation, relying instead on existing legal frameworks. This may prove insufficient as vertically integrated tech firms gain market power—especially those controlling data and cloud infrastructure. The UK’s Competition and Markets Authority is already examining the cloud computing sector.

Additionally, the UK must remain alert to US developments. A second Trump administration could take a significantly different approach to AI regulation, with implications for transatlantic legal alignment and data governance.

A Legal-Strategic Outlook

The UK has a credible opportunity to become a global AI hub, provided it avoids over-centralisation or imitation. A strategic, legally grounded approach—balancing innovation, regulation, and sovereignty—will be critical. For UK and US lawyers, understanding these evolving dynamics is essential as AI regulation, intellectual property, and cross-border data governance become defining issues in legal practice.

Legal Guidance and Integrity in Latin America's Emerging Carbon and Biodiversity Markets

Tue, 13 May 2025 22:33:50 GMT

The discussions at the recent Legal ESG Latin America event provided a timely and critical examination of carbon and biodiversity markets, emphasizing the essential roles of transparency, integrity, and regulatory clarity—areas where lawyers can significantly influence outcomes.

Discussions explored the maturation of carbon and biodiversity markets, stressing the legal frameworks required to build credible, investor-friendly environments. Lawyers were called upon to guide clients through complex compliance issues, ensuring the integrity of transactions through innovative technologies like blockchain, which promise unparalleled traceability and transparency.

Significant focus was placed on the strategic intersection of carbon and biodiversity credits. Lawyers advising on environmental compliance and transactional structuring can leverage these bundled credits to enhance environmental outcomes, creating holistic conservation solutions that also benefit local communities.

The regulatory landscape emerged as a key concern, underscoring the need for clear, enforceable guidelines to secure market integrity. Legal professionals have a vital role in shaping regulatory frameworks that foster investor confidence and protect stakeholder interests. Effective legal advice will encompass thorough due diligence processes, rigorous verification standards, and comprehensive reporting requirements to ensure sustainable market participation.

Capacity-building within rural and remote regions was highlighted as a major challenge, presenting opportunities for law firms to support clients in developing infrastructure and educational programs essential for equitable market participation. Lawyers can proactively engage in developing compliance training, contractual transparency mechanisms, and community stakeholder engagement strategies.

Legal ESG Latin America again emphasized that legal expertise is pivotal to navigating the complexities of Latin America's carbon and biodiversity markets. Lawyers are uniquely positioned to foster market integrity, regulatory compliance, and sustainable development, ensuring these markets contribute meaningfully to regional environmental and economic goals.

If you missed Legal ESG Latin America, the full replay is available here.

Legal Industry Consolidation Heats Up: The Top 3 Law Firm Mergers in Q1 2025

Tue, 13 May 2025 11:00:10 GMT

In a sign of accelerating consolidation, law firm mergers have reached new heights in early 2025, with firms increasingly seeking growth, expanded geographic reach, and deeper talent pools.

According to a new report from Fairfax Associates , the first quarter of 2025 saw 22 completed law firm mergers— a notable 5% increase compared to the same period last year.

The report underscores the ongoing trend of consolidation within the legal sector, driven largely by escalating competition for clients and the need for multi-jurisdictional capabilities.

Troutman Pepper and Locke Lord Form Southern Legal Powerhouse: Among the most significant mergers announced this year was the combination of Atlanta-based Troutman Pepper , a firm with over 1,000 attorneys, and Texas-based Locke Lord, which brings an additional 556 lawyers.
Womble Bond Dickinson Expands West with Lewis Roca Merger: Another major consolidation involved Womble Bond Dickinson , with approximately 900 lawyers, finalizing its merger with Phoenix-based Lewis Roca, a firm of 221 lawyers.
Herbert Smith Freehills and Kramer Levin Set to Launch Global Giant: Perhaps the most notable merger from a global perspective is the formal approval of the combination between Herbert Smith Freehills and Kramer Levin, creating a fully integrated international firm expected to officially launch by mid-year.

A Strategic Arms Race for Talent and Reach

Industry analysts interpret this latest wave of mergers as part of an ongoing strategic "arms race," reflecting intensified competition for market share, talent, and client relationships. "The legal marketplace is experiencing significant disruption," noted Jennifer Parsons, a senior industry analyst. "Firms feel compelled to scale up significantly to meet increasingly sophisticated client demands, or alternatively, to specialize through strategic combinations."

The mergers have not been limited to large-scale tie-ups.

The industry has also witnessed numerous smaller acquisitions and combinations aimed at enhancing specialized practice areas, particularly within boutique firms.

More Deals Expected as Firms Pursue Scale

The underlying pressures fuelling this merger wave are expected to persist throughout 2025, and experts predict more announcements are imminent. As Parsons emphasized, "Firms recognize they need to achieve critical mass in key markets, which often means merging or acquiring complementary firms. This is particularly true given the escalating demands from multinational clients seeking seamless global service."

The legal market landscape in 2025 appears set for even more transformation, will "mega-firms" becoming the norm rather than the exception?

GenAI and the Future of Legal Pricing: Breaking Free from the Billable Hour

Mon, 12 May 2025 10:27:57 GMT

Generative AI is poised to disrupt many aspects of legal work—but perhaps none more fundamentally than pricing.

As law firms in both the UK and US grapple with how to integrate AI tools responsibly and effectively, a bigger question is emerging: if AI can handle certain tasks in seconds, how long can we justify charging by the hour?

Rethinking the Value of Time
The billable hour has long been the backbone of law firm economics. It’s familiar, measurable, and profitable—for now. But as Generative AI tools increasingly support or automate research, drafting, document review, and even elements of litigation strategy, time-based billing starts to look increasingly out of step with how value is being delivered.

Clients Are Asking New Questions
Clients, especially in-house counsel under pressure to cut costs and improve predictability, are already raising questions. Why should they pay for hours that a machine didn’t actually spend? If a memo that used to take four hours now takes 15 minutes with AI support, how does that affect pricing, transparency, and expectations?

From Time to Outcomes: A Shift in Mindset
In this evolving landscape, law firms will need to think differently about how they define and communicate value. A growing number of clients are pushing for pricing models based on outcomes, deliverables, or fixed fees. GenAI could accelerate this shift—not because it makes lawyers less valuable, but because it forces a rethinking of what clients are really buying: legal insight, risk mitigation, strategic judgement—not just time.

New Models, New Opportunities
For firms, this opens up new opportunities as well as challenges. Traditional hourly billing is not only under scrutiny, it’s also becoming harder to defend when productivity is augmented by machines. Embracing GenAI means re-evaluating workflows, reassessing pricing models, and investing in training to ensure teams know how to use these tools efficiently and ethically. It also means having difficult but necessary conversations—both internally and with clients—about how to share the benefits and cost-savings AI can deliver.

Innovation in Action
Some firms are already experimenting. In both London and New York, AI-powered tools are being used for contract analysis, due diligence, and even trial prep. Fixed-fee projects supported by AI are allowing firms to scale services and remain competitive with alternative legal providers and Big Four legal arms. The firms that succeed will be those that can blend human expertise with technological efficiency—while pricing according to results, not effort alone.

Risk, Trust, and Transparency
Of course, risks remain. There are concerns about over-reliance on GenAI, quality assurance, and regulatory scrutiny, particularly around confidentiality and data protection. But none of these are good reasons to avoid the conversation about pricing. If anything, they highlight the need for clear guidelines and transparent engagement with clients around how AI is used and how its use affects value.

Pricing for the AI-Enhanced Legal Future

For both UK and US lawyers, the message is clear: GenAI isn’t just a tool—it’s a catalyst for a broader transformation in legal service delivery. Moving beyond the billable hour won’t happen overnight, but the direction of travel is unmistakable.

As legal markets evolve and clients become more informed and assertive, firms that cling to legacy pricing models may find themselves outpaced by more agile, tech-enabled competitors.

Breaking free from the billable hour isn’t just about billing—it’s about rethinking what legal services mean in an AI-augmented world. The firms that get this right won’t just be faster or cheaper. They’ll be better aligned with what clients truly value: clarity, confidence, and outcomes.

Navigating ESG Financial Landscapes: Essential Strategies for Lawyers in Latin America

Mon, 12 May 2025 10:21:55 GMT

Crucial insights from Legal ESG Latin America, into how the rapidly evolving ESG finance sector is presenting both challenges and strategic opportunities that lawyers must address to guide their clients effectively.

The days panelists highlighted Latin America's resilience in thematic bond markets, particularly green and social bonds, which continue to attract regional investment despite global economic volatility. Lawyers were encouraged to deepen their understanding of these instruments to assist clients in accessing sustainable capital markets effectively.

A recurring theme was the critical barriers faced by small and medium-sized enterprises (SMEs), often underserved by traditional financial structures due to governance shortfalls, transparency challenges, and limited financial literacy. Legal professionals have significant opportunities to bridge these gaps, advising SMEs on improving governance practices, enhancing compliance standards, and developing flexible financing strategies tailored specifically to their needs.

The role of international regulations, especially those from the EU, was extensively discussed as both a challenge and an opportunity. Compliance with global ESG standards has become essential, and law firms play a central role in guiding regional clients through these increasingly complex regulatory frameworks. Expertise in international compliance and proactive strategic advisory were highlighted as key competencies for legal professionals aiming to differentiate themselves in the market.

Participants also addressed the practical implications of ESG integration, stressing that law firms must be proactive not only in external advisory roles but also in internal practices, ensuring that ESG standards are fully integrated within their own governance and operational frameworks. This internal-external alignment enhances credibility and allows firms to demonstrate best practices.

Legal ESG Latin America underlined that ESG finance is not merely a compliance issue but a strategic imperative for Latin American entities. Embracing and advocating robust ESG financial practices positions law firms to provide comprehensive, forward-thinking guidance essential for sustainable client growth and market leadership.

If you missed Legal ESG Latin America, the full replay is available here

Return-to-Office vs. Flexibility: Balancing Lawyer Wellness and Firm Culture in 2025

Mon, 12 May 2025 10:09:55 GMT

The legal profession finds itself at a crossroads between traditional office mandates and evolving expectations around workplace flexibility.

As law firms like Paul Weiss and WilmerHale increasingly adopt stricter four-day-a-week office attendance policies, tensions have emerged, highlighting the delicate balance firms must strike between fostering collaboration and supporting attorney wellness.

Over the past year, many firms have tightened their previously flexible hybrid arrangements, shifting away from the more relaxed two- to three-day office schedules common in earlier years. Firm leaders maintain that regular, in-person attendance is essential for cultivating firm culture, enhancing mentorship opportunities, and promoting effective team collaboration. According to a managing partner at a prominent law firm, “In-person interaction is crucial for training junior attorneys, building relationships, and maintaining a cohesive workplace environment.”

However, this shift toward mandated attendance has sparked concerns among attorneys, particularly younger lawyers, who prioritize flexibility for maintaining work-life balance and mitigating burnout.

Research consistently shows that hybrid or flexible working arrangements significantly benefit lawyer wellness, boosting job satisfaction and reducing exhaustion.

Latitude Legal , which has conducted extensive workplace trend analyses, reports that "lawyers who have flexibility to work remotely part of the week are generally healthier, more productive, and more engaged with their firms."

"lawyers who have flexibility to work remotely part of the week are generally healthier, more productive, and more engaged with their firms."

The push for stricter attendance requirements stands in stark contrast to these findings.

Many attorneys argue that rigid office mandates fail to recognize the evolving realities of modern legal practice. An associate at a leading firm voiced frustration, stating, "We demonstrated during the pandemic that we can be highly productive remotely. Flexibility isn’t just about convenience—it’s about our mental health and long-term sustainability in the profession."

Industry experts suggest the ideal solution involves striking a thoughtful balance. Firms must navigate the fine line between necessary in-office interactions and allowing sufficient autonomy to support attorney well-being. As noted by workplace consultant and industry analyst Rebecca Daniels, "The firms that will thrive are those that see flexibility not as a perk but as an integral part of their retention strategy. Lawyers today, especially younger attorneys, increasingly view flexibility as a non-negotiable aspect of their professional lives."

Indeed, the well-being conversation has gained momentum, particularly during initiatives like Well-Being Week, underscoring the importance of addressing wellness holistically. Experts recommend that firms embrace flexible working policies thoughtfully, embedding them within broader strategies focused on mental health, job satisfaction, and long-term retention.

This dialogue highlights a significant shift within the profession toward prioritizing lawyer wellness alongside productivity. Firms that proactively respond to attorneys' evolving expectations will likely experience lower turnover, increased satisfaction, and greater productivity.

> Join the global wellbeing conversation at Legal Wellbeing: London 2025

The path forward involves rethinking traditional approaches.

Firms need to create policies that facilitate genuine mentorship and collaboration while respecting the importance of flexible working conditions. Successful firms, industry analysts argue, will leverage hybrid work arrangements to enhance, rather than diminish, the sense of community and professional growth.

As the legal industry continues this pivotal conversation, firm leaders face critical choices about their policies' direction and tone. Finding the optimal balance between mandatory office time and flexible remote work will be key to attracting, retaining, and empowering talent for years to come.

Ultimately, firms must ask themselves: How can we sustain a thriving, healthy workforce in an increasingly competitive and evolving professional landscape?

Firms Streamline Operations Amid Growth: BCLP and Others Lead Efficiency Push

Mon, 12 May 2025 09:59:42 GMT

Even amid booming revenues and high-profile mergers, many large law firms are turning inward—shifting focus from expansion to operational efficiency.

In a notable example, Bryan Cave Leighton Paisner (BCLP) recently announced it will cut approximately 8% of its global support staff as part of a broader “Business Modernisation” initiative aimed at enhancing firm-wide productivity.

According to the firm’s Chief Operating Officer, the restructuring is part of an effort to embrace “new ways of working,” driven by both evolving client expectations and technological advancements. The firm is reallocating resources to support innovation, automation, and data-driven decision-making .

Leverage Financial Data to Grow Your Firm

“These changes are difficult but necessary,” the COO said in a statement. “We're investing in technology and streamlining how we operate to deliver even greater value to clients.”

“Efficiency is no longer a back-office function—it’s at the heart of firm strategy.”
— Lila Norton, Legal Operations Consultant

Industry experts note that BCLP’s move is part of a growing trend among well-performing firms seeking to maintain profitability while adapting to a changing business environment.

Automation of routine tasks, consolidation of business services, and the growth of legal operations teams are becoming standard features of the modern law firm.

In addition to staffing adjustments, firms are also re-evaluating real estate. As hybrid work becomes permanent , many firms are downsizing office footprints , subleasing unused space, or redesigning offices to support flexible arrangements like hoteling and collaboration hubs.

This operational shift reflects a broader rethinking of what it means to run a modern legal enterprise. Across the industry, investment is surging in areas like AI, legal tech platforms, and knowledge management systems —all designed to make firms more agile, responsive, and client-focused.

Even firms riding high on record revenues are feeling the pressure to future-proof their operations.

“The legal market may be strong now, but firms know volatility is never far away,” Norton added. “They’re preparing now to be resilient later.”

ESG: Hard to Measure, and Easier to Re-Trench

Mon, 12 May 2025 09:54:56 GMT

While media headlines may suggest that  ESG is dead , the reality on the ground tells a more nuanced story. Insights from a recent discussion with a financier highlight a period of retrenchment — not rejection — of ESG, both at corporations mostly impacted and particularly in the financial market arena.

"I would advise anybody who is working for Durham County Council on Climate Change initiatives, or Diversity Equity and Inclusion (DEI)…I think you all better really be seeking alternative careers, very very quick"
Nigel Farage MP, Leader Reform UK party, 2 May 2025

Starting in North America, and now observing similar trends across Europe, some institutions have publicly distanced themselves from previously stated ESG / Sustainability targets, but behind the scenes, many companies remain committed through energy efficiency and sustainability initiatives. The challenge lies not in intent, but in execution.

When ESG frameworks were codified into regulation, the data demands, internal reporting necessities, strategic decisions etc. quickly outpaced the infrastructure. Reliable and comparable ESG data remains patchy, and firms have had to incur significant cost and time to create the necessary infrastructure (staff, data collection, reporting) in order to scale up the need for compliance.

Legal ESG: London is back for its third year, a two day event where legal professionals confront ESG challenges head-on.

Capital raising linked to ESG has also taken a hit. As investor appetite shifts and political winds turn — especially in the US — many banks have re-evaluated their positions.

Some North American banks have exited the Net Zero Banking Alliance, citing political and regulatory pressures. Others across the globe  have followed suit.

In Europe, banks are under growing pressure from NGOs, particularly in relation to their climate and sustainability practices.  Signs of ESG fatigue are emerging. Cuts to ESG specialist teams and reduced demand for ESG-linked capital are now being reported.

There's also a noticeable shift in how companies address DEI (Diversity, Equity, and Inclusion). Some are stepping back from producing detailed or standalone DEI reports, opting instead for broader language and integrated messaging.

Is this a permanent retreat? Unlikely.

Many believe it’s only a matter of time before ESG returns to the spotlight as the strategic need for positive climate-related action won’t disappear — albeit with more intensity and focus.

As the next generation enters the workforce, bringing with them new expectations, ESG may yet experience a revival — leaner, sharper, and more grounded in measurable value.

Why Digital Resilience Is Critical to Success with AI at Scale

Mon, 12 May 2025 09:36:30 GMT

As digital risks evolve, so too must our response. This article explores how digital resilience — once focused on reputation management — is expanding to include data strategy, machine intelligence, and AI-driven risk. For UK and US lawyers, understanding this shift is key to advising clients and protecting their own firms in a fast-moving, reputation-sensitive digital landscape.

Inside Practice: Legal AI 2025 - A summit examining the progress, challenges, and future prospects of AI in the legal industry.

Digital Resilience in the Age of Machine Intelligence

For lawyers and law firms, reputations now live — and can be lost — online. From search results and social media to AI-generated profiles and summaries, digital visibility is shaping how firms are perceived and trusted. As this landscape becomes more complex, digital resilience is emerging as an essential part of legal risk management.

Digital resilience refers to the ability to monitor, protect, and strategically manage online reputation and presence across platforms. But today, it also intersects with data strategy , AI risk , and machine intelligence (MI) — adding new dimensions to an already critical issue.

MI combines machine learning, algorithmic analysis, natural language processing, and other techniques to process vast volumes of data, identify patterns, and act on insights. For legal professionals, this presents both opportunity and risk. AI tools can amplify reputational challenges by misrepresenting individuals or organisations in generated summaries. Inaccurate, outdated, or biased content can be surfaced — or even created — without notice.

To respond, law firms and their clients need to build broader data resilience capabilities. This includes:

Moving beyond siloed databases to integrated data environments that enable more accurate insights and better AI outputs.
Ensuring scalable, flexible digital infrastructure , often through open standards and cloud-based platforms, to support more intelligent systems.
Challenging internal resistance to change, particularly where legacy systems and thinking are holding back modernisation.

Digital resilience is no longer just a communications issue — it’s a legal, reputational, and operational concern. Law firms must consider how their online presence is interpreted by both humans and machines. At the same time, clients increasingly rely on legal advice around digital risk — from data protection and content removal to AI-related defamation and reputational harm.

As digital systems grow more powerful — and more unpredictable — the ability to anticipate, respond to, and shape online visibility will become a core capability for lawyers.

Countdown to the May 2025 UK-EU Summit: Why 2026 Matters for the Legal Sector

Thu, 08 May 2025 09:39:43 GMT

The upcoming UK-EU summit in May 2025 marks a pivotal moment for the legal profession

As preparations for the 2026 review of the UK-EU Trade and Cooperation Agreement (TCA) gather pace, legal professionals across the UK and EU have a unique opportunity to push for a stronger, more functional partnership—one that restores mobility, clarity, and cooperation across borders.

Legal services are a cornerstone of the UK economy, employing over half a million people and generating £9.5 billion annually in exports—around a third of which go to EU countries. But beyond the numbers, UK legal expertise is a vital enabler of global commerce and dispute resolution. From cross-border transactions to regulatory advice and litigation, lawyers help businesses operate with confidence across jurisdictions.

However, post-Brexit realities have introduced new and unnecessary frictions. UK solicitors now face a fragmented regulatory landscape, making it more difficult and costly to advise clients or requalify in EU member states. Legal professionals report challenges ranging from visa restrictions to unclear rules on temporary services—factors that not only impact the legal sector but also harm the wider economy.

The Law Society has outlined four practical priorities for the 2026 TCA review that would meaningfully reset UK-EU legal ties and support the sector’s international competitiveness:

1. Business Mobility That Reflects Legal Realities

While the TCA allows short-term business visits, the list of permitted legal activities is narrow and outdated. Expanding this list—such as permitting advice on home jurisdiction law or participation in arbitration—would allow lawyers to better serve clients across borders without being bogged down in red tape. Reciprocal improvements to visa rules on both sides would benefit UK and EU lawyers alike.

2. Honouring What Was Agreed

Despite commitments in the original TCA, implementation has been inconsistent. Some EU member states have yet to embed provisions into national law, leaving UK lawyers in limbo. A renewed effort to ensure both sides honour their commitments would restore trust and ensure the agreement delivers on its potential.

3. Rebuilding Civil Judicial Cooperation

The UK’s exclusion from the Lugano Convention has made it harder to enforce judgments and resolve disputes efficiently. Rejoining Lugano—or reaching a comparable arrangement—would bring much-needed certainty for businesses and citizens alike, ensuring cross-border legal outcomes are recognised and respected.

4. Restoring Practice Rights

Before Brexit, UK lawyers could easily practise, partner, and even requalify in EU jurisdictions. Today, they must navigate 27 different regulatory systems, adding cost and complexity. Streamlined pathways for mutual recognition and collaboration would not only reduce this burden but also enrich legal services on both sides.

With the 2026 review on the horizon, now is the time for the legal community to engage policymakers and push for change. These are not abstract technicalities—these are the day-to-day realities affecting legal careers, client outcomes, and the UK's ability to remain a global legal hub.

The upcoming summit offers a window for influence. By focusing on achievable improvements within the existing framework, the UK and EU can forge a relationship that respects sovereignty while promoting the flow of legal expertise and services. Such a reset wouldn’t just benefit lawyers; it would strengthen the economic and social fabric of both regions.

Legal professionals—whether advising multinationals or representing individuals—must be able to operate internationally with confidence. As political negotiations advance, it’s vital that the voice of the legal sector is heard loud and clear.

Maria Farrapeira / ESG Lawyer/ Global Alliance of Impact Lawyers Likes Share

Thu, 08 May 2025 09:32:15 GMT

Ahead of Legal ESG Latin America this week, Pam Cone sits down with Maria Laura Farrapeira, General Counsel at AB Mauri in Latin America. She shares with us her journey to becoming General Counsel at a global company, her greatest ESG challenge, the role of lawyers in tacking sustainability, and what gives her hope for the future. You won’t want to miss this conversation.

The State of UK ESG Part 2 - Divergence? UK, EU and Global ESG Standards

Thu, 08 May 2025 08:47:50 GMT

The UK ESG Landscape at a Crossroads

The past year has brought a confluence of geopolitical pressures, evolving regulations, and heightened scrutiny of “green” claims. The UK, having charted its own post-Brexit course, now faces the challenge of asserting leadership in sustainable business practices while staying aligned with international standards.

Companies and their counsel must navigate uncertain political winds. The question is no longer whether to engage with ESG, but how to do so in a way that satisfies robust new rules at home, meets or exceeds benchmarks abroad, and withstands reputational scrutiny.

UK legal teams – at law firms and in-house – are approaching this crossroads with a strategic mindset: authoritative in understanding the letter of the law, analytical in assessing risks and trends, reflective about broader societal expectations, and action-oriented in guiding organizations forward.

This three part article series explores the state of ESG in the UK in 2025, focusing on regulatory developments, the interplay between UK and global standards, geopolitical crosswinds, and practical strategies for compliance and risk management.

Key ESG Events:

- Legal ESG London, 8th & 9th July

- Legal ESG Benelux, 24th September

- Legal ESG: Europe, 20th November

The UK’s ESG regime does not exist in a vacuum.

With multinational companies and cross-border capital flows, UK firms and their legal advisors must constantly benchmark against European Union requirements and broader global standards.

A key strategic question in 2025 is: How aligned (or not) are the UK and EU on ESG, and what does that mean for compliance?

Europe’s ESG Ambitions – A Moving Target:

The European Union has been a trailblazer in ESG regulation, rolling out an expansive suite of directives and regulations. Two in particular stand out: the Corporate Sustainability Reporting Directive (CSRD) and the Corporate Sustainability Due Diligence Directive (CSDDD, sometimes called CS3D).

CSRD will compel thousands of companies operating in the EU (including non-EU companies above certain turnover thresholds in the EU market) to make detailed ESG disclosures according to the European Sustainability Reporting Standards (ESRS). These standards embrace a “double materiality” concept, requiring firms to report not only how sustainability issues affect the company financially, but also how the company’s activities impact people and planet.

The CSDDD, on the other hand, will require large companies to identify and address human rights and environmental risks throughout their supply chains, backed up by potential civil liability for failures. Together, these EU measures set a high bar for corporate transparency and accountability.

For UK companies, the extraterritorial reach of these rules is a critical concern. A UK-headquartered company with significant operations or sales in the EU could fall under CSRD’s reporting mandate in the next couple of years (even if UK domestic law doesn’t yet require the same breadth of disclosure). Similarly, UK multinationals may soon need to implement comprehensive due diligence processes to meet the upcoming EU supply chain due diligence requirements if they want to keep accessing EU markets without legal risk. In practical terms, UK legal teams must monitor EU developments closely.

The EU timeline has been in flux – in April 2025, EU policymakers approved a brief postponement (“stop-the-clock”) delaying the application of CSRD for many companies and pushing out the timeline for the due diligence directive – but the direction remains clear. The slight pause is to simplify implementation, not to cancel it. Therefore, any UK firm that has EU exposure should treat EU ESG rules as part of its compliance universe.

Forward-looking in-house counsel are already working with their sustainability and finance departments to perform gap analyses:

How do our current UK disclosures compare to what CSRD will require?
Where might our supply chain risk management fall short of EU expectations?

Addressing these questions now will save pain later and ensure the company isn’t caught off guard by a foreign regulation with local impact.

UK vs EU: Different Paths to Common Goals?

Post-Brexit, the UK initially mirrored some of the EU’s early moves (for instance, the UK had been instrumental in developing the TCFD-aligned climate disclosure approach, which parallels some of the climate aspects of EU rules). However, divergence has grown in the details.

Unlike the EU’s prescriptive standards, the UK thus far has leaned toward a more principles-based and international approach. Rather than create a UK-specific reporting framework from scratch, the UK is hitching its wagon to the ISSB’s global baseline standards (which are more investor-focused, emphasizing financial materiality). The benefit of this approach is global compatibility – many countries (from Japan to Canada) are also adopting ISSB standards, which could make life simpler for companies operating globally. The downside is that the EU’s detailed requirements might still have to be separately complied with, creating a dual reporting burden for companies straddling both jurisdictions.

There are also areas where UK regulators deliberately chose a different course. One example is the green taxonomy – a classification system for sustainable economic activities. The EU’s Taxonomy Regulation is already in force, defining what counts as “environmentally sustainable” across various sectors. The UK planned to develop its own taxonomy, but progress has been slow and no definitive UK taxonomy has been published yet. Some in the market worry that if the UK’s taxonomy (when it comes) diverges too much from the EU’s, it could confuse investors and companies alike. On the other hand, the UK might opt to align closely with the EU definitions to ease cross-border investment comparisons, or even delay a taxonomy until there’s more global consensus.

Convergence watch

Encouragingly, there are international efforts to harmonize these standards. The ISSB and EU regulators have been in dialogue to ensure a degree of interoperability between ESRS (EU standards) and ISSB standards – for example, both incorporate TCFD principles and both aim to require disclosures about climate targets, risk management, etc. In addition, global initiatives like the G20’s Sustainable Finance Working Group and IOSCO are pushing for consistency in ESG disclosures to reduce fragmentation.

UK legal strategists should stay attuned to these developments, as any convergence could simplify compliance strategies for clients.

Maintaining International Credibility

One of the broader concerns for the UK is maintaining its credibility as a leader in sustainable finance and corporate responsibility.

London’s status as a global financial hub means it cannot afford perceptions that UK standards are weaker or more lenient than the EU’s. In 2025, this balance is delicate. The prior (Conservative) government had occasionally sent mixed signals – expressing commitment to net-zero goals but also hinting at easing certain climate regulations in the name of “cutting red tape”. Now, with a new government in place, the tone is shifting again.

Early signs from the Labour government indicate a renewed commitment to high ESG ambitions: the appointment of prominent climate experts to key roles and rhetoric about making the UK “the green finance capital of the world” suggest that robust ESG policy is here to stay. However, rather than copy-pasting EU rules, the UK may choose its own tailored approach to get there, one that incentivizes innovation and investment in green projects (the “carrot” approach) alongside targeted “stick” measures for non-compliance.

For legal advisors, credibility concerns mean advising clients not to treat the UK as an ESG backwater. Even if certain EU rules don’t directly apply, stakeholders (investors, customers, even employees) increasingly expect companies to meet the higher of the various standards. Many large UK companies are voluntarily reporting in line with frameworks like the Global Reporting Initiative (GRI) or setting science-based climate targets, precisely to demonstrate leadership beyond minimum compliance.

Law firms can play a strategic role here: guiding companies to adopt best practices that anticipate future regulations. This might include recommending enhanced disclosures (for instance, around biodiversity impact or supply chain labor standards) even before they become mandatory. By closing the gap between UK and EU practices proactively, companies not only reduce future legal risk but also bolster their standing with global stakeholders.

Bottom line:

The UK-EU ESG interplay is a story of both divergence and convergence.

UK legal teams should prepare to advise on multiple regimes simultaneously – ensuring UK clients meet domestic requirements and also understand foreign obligations that could hit them. Keeping a finger on the pulse of evolving standards (ISSB updates, EU adjustments, etc.) is now a core part of the legal ESG strategist’s role. In practical terms, this might involve creating compliance checklists that incorporate the toughest provisions from each relevant jurisdiction, so your client is covered across the board.

The end goal is to enable UK businesses to confidently say: “We adhere to the highest relevant ESG standards” – turning regulatory complexity into an advantage rather than a hindrance.

Strong Financial Results Amid Economic Headwinds: What’s Next for Big Law in 2025?

Thu, 08 May 2025 08:31:41 GMT

Early 2025 has been a period of contrasts for the largest U.S. law firms, showcasing robust financial results amid increasingly uncertain economic conditions.

A new report from the Thomson Reuters Institute paints a complex picture, highlighting the resilience and potential vulnerabilities of Big Law as firms navigate economic headwinds and shifting client demands.

The Law Firm Financial Index from Thomson Reuters indicated a notable dip in the first quarter of 2025, reflecting declining demand in January and February. However, a sharp rebound occurred in March, driven by increased litigation and deal activity connected directly to former President Donald Trump’s latest tariffs—commonly described as the renewed "trade war." This surge in legal activity helped firms recover from an otherwise slow start, demonstrating the sector’s remarkable adaptability.

This late-quarter recovery propped up revenue figures and partially counteracted early declines in productivity.

Despite the volatile start, law firms have managed to maintain strong financial positions, as evidenced by the recently released 2025 Am Law 100 rankings .

The Am Law report revealed total gross revenue soaring to a record-breaking $158.3 billion—a significant 13.3% increase compared to the previous year. Profitability metrics have similarly reached historic highs, suggesting that Big Law has entered this challenging period with substantial financial strength.

Yet, industry analysts remain cautious.

While the immediate uptick driven by trade-related legal work has offered temporary relief, the longer-term outlook is far less certain. Ongoing trade tensions, though presently beneficial for generating legal demand, will pose significant risks to law firms’ stability if broader economic instability takes root later in the year.

Law firm leaders now face the difficult task of balancing their firms’ recent financial success with the need to prepare for potential economic downturns. Rising client price-sensitivity, coupled with macroeconomic uncertainty, will pose significant hurdles for sustaining the current growth trajectory.

The early 2025 financial reports underscore an important lesson for Big Law: financial strength today does not guarantee future security. While the pipeline for legal services currently appears strong, there are no guarantees in such a dynamic environment.

Five Numbers Every Law-Firm Leader Should Memorise About Lawyer Wellbeing

Thu, 08 May 2025 08:22:16 GMT

Few topics provoke stronger eye-rolls in Big Law than “wellness.”

Drawing on more than 120 studies, the latest white paper from The Mindful Business Charter - The Business Case for Wellbeing & the Mindful Business Charter (April 2025), transforms a fuzzy aspiration into hard, board-room math.

The report shows:

10 % of payroll disappears into stress-related absence and presenteeism:

A U.S. survey of 4,400 legal professionals shows that mental-health absence plus “working while unwell” strip, on average, one in every ten staffing dollars from a firm’s P&L — before you even count overtime write-offs or medical claims. Put differently, a 500-lawyer practice could be burning through more than US $33 million every year just to stand still.

28 % more mistakes when mental health slides: Lawyers who self-report poor mental health admit to making nearly a third more errors: missed deadlines, mis-filed exhibits, flawed due-diligence notes. Beyond insurer premiums, the ABA warns that 75 % of clients who lose trust never return — so the real cost is future revenue walking out the door.

US $5.6 million a year lost to churn in a 100-associate firm: Replacing one associate costs 1.5–2× salary once recruitment fees, onboarding time and lost billables are tallied. At typical attrition rates, a 100-associate U.S. shop waves goodbye to roughly US $5.6 million annually; for global firms the figure scales fast.

30 % drop in sick-leave days when firms adopt the Mindful Business Charter: Early signatories who baked the Charter’s four pillars (open dialogue, respect for rest, smarter delegation, client collaboration) into everyday workflows report double-digit declines in absence within 12 months .

Wellbeing now sits in RFPs – and AI will magnify the spotlight: Barclays, Vodafone and other heavyweights have begun asking outside counsel to evidence concrete wellbeing practices, while 75 % of lawyers expect AI to transform workload economics, intensifying pricing pressure.

Bottom Line

Healthy lawyers think clearer, innovate faster and stay longer. The numbers prove it, the Mindful Business Charter operationalises it, and the market is already rewarding early adopters.

The bottom line is stark: ignoring mental health already hits the P&L; investing in systemic wellbeing boosts it.

Read the full The Business Case for Wellbeing & the Mindful Business Charter white paper

The State of UK ESG Part 3 - Crosswinds: CBAM, Trade Tensions, and Supply Chain Risks

Wed, 07 May 2025 16:26:06 GMT

The UK ESG Landscape at a Crossroads

Crosswinds: CBAM, Trade Tensions, and Supply Chain Risks

ESG is not just about reporting and labels; it’s increasingly about navigating the geopolitical forces that shape supply chains and trade. In 2025, UK companies face a world where sustainability has become a geo-economic issue – carbon tariffs, trade negotiations, and political shifts all intertwine with ESG expectations. Legal advisors must therefore broaden their view of ESG risk management to include these macro factors:

Carbon Border Adjustments – Aligning with CBAM:

One of the most talked-about developments is the EU’s Carbon Border Adjustment Mechanism (CBAM). The EU is phasing in CBAM as a levy on carbon-intensive imports (like steel, cement, fertilizer, aluminum, electricity, and more to be added over time) to prevent “carbon leakage” and protect its ambitious emissions reduction goals. Starting with a transitional reporting phase in 2023 and moving to actual financial charges by 2026, CBAM effectively means that exporters to the EU will pay a price if their products carry more carbon emissions than EU equivalents.

How does this affect the UK?

As a former EU member now outside the bloc, the UK initially wasn’t part of CBAM and risked seeing its industrial exporters (think British steelmakers or chemical producers) face these new taxes at the EU border. To maintain competitiveness and climate integrity, the UK government confirmed plans to introduce its own carbon border adjustment measure. As of late 2024, the UK announced it will launch a UK CBAM by 2027, aiming to align with the EU’s approach. The delay gives UK policymakers time to design the scheme and gives businesses time to prepare. However, companies cannot be complacent: whether it’s the EU’s CBAM in the short term or the UK’s version later, carbon accounting in the supply chain is becoming a fact of life for trade.

Legal counsel should be advising clients in affected sectors to start tracking and documenting the carbon intensity of their products and inputs now. This might involve working with technical consultants to calculate product carbon footprints, ensuring supply contracts allow for sharing emissions data, and even exploring lower-carbon sourcing or production methods to reduce future liabilities. From a trade law perspective, there’s also the complexity of how different regimes will interact – if a UK exporter pays the EU CBAM, would they get credit under the UK’s scheme or face double costs? These details are yet to be ironed out. Lawyers may need to engage with policymakers or industry groups to shape workable rules. In any event, ESG strategy now intersects with customs and trade strategy.

US-UK ESG Dynamics and Transatlantic Tensions:

On the other side of the Atlantic, the ESG landscape is contrasting. The United States has seen a politicization of ESG, with some states actively pushing back against what they term “woke capitalism” – leading to a patchwork where certain investors face restrictions on considering ESG factors, even as the federal regulators move toward more disclosure.

The U.S. Securities and Exchange Commission (SEC) has been working on mandatory climate risk disclosure rules (which may come into effect by 2025/2026 for large companies), and there’s growing attention on greenwashing in financial products (mirroring trends in Europe). However, unlike the EU, the U.S. has not pursued an explicit carbon pricing or border tax; instead, it took a different route with the Inflation Reduction Act of 2022, pouring hundreds of billions into clean energy subsidies and incentives to drive decarbonization domestically.

These differences can lead to transatlantic trade frictions. From a UK perspective, negotiating trade deals or aligning standards with both the US and EU is a balancing act. A hypothetical example: if the UK presses ahead with stringent climate rules (like CBAM or supply chain due diligence), American exporters or politicians might view those as barriers to trade, potentially straining UK-US trade relations. Conversely, if the UK were to soften its stance to appease a trade deal with the US, it might then fall out of sync with EU standards and undermine its climate credentials.

So far, the UK government has signaled it wants to uphold high standards – for instance, it didn’t water down environmental rules in pursuit of a US trade deal (notably, a comprehensive US-UK trade agreement remains elusive as of 2025, partly due to differing priorities). For legal advisors, the key is to stay aware of international policy trends: a UK company operating in the US may need guidance on how to navigate anti-ESG sentiment in certain states (for example, avoiding contract language that could trigger state laws against “boycotting” oil companies), while also ensuring that globally it meets the highest ESG norms. The strategic counsel might advise such a client to “localize” their messaging – highlighting job creation and risk management in the US context, while emphasizing sustainability leadership in Europe – all without being inconsistent or inauthentic.

On a positive note, the broad direction in both the US and UK is still towards greater ESG integration, even if via different methods.

Collaboration on climate initiatives (like the Global Arrangement on Sustainable Steel and Aluminum being discussed among allies, or agreements on greener technology standards) could ease tensions and create common ground. In any case, UK lawyers should be prepared to interpret how foreign ESG-related laws impact their clients. This might mean understanding U.S. sanctions on products made with forced labor (which can affect UK importers of certain goods) or U.S. climate subsidy rules that could advantage or disadvantage UK companies.

In an interconnected world, geopolitics and ESG are two sides of the same coin – successful legal ESG strategies will account for both.

ESG in the Supply Chain – Managing Exposure:

Geopolitical upheavals in recent years have underscored the importance of resilient and responsible supply chains. The war in Ukraine, for example, forced many companies to rethink energy sources and supply routes, while ongoing tensions with China have raised questions about dependency on certain materials (from rare earth metals to solar panels) that have ESG implications (labor conditions, environmental impact of mining, etc.). Moreover, there is a clear trend of regulators tackling supply chain issues as part of the ESG agenda. The UK’s Modern Slavery Act (in force since 2015) was an early example, requiring large companies to report on how they prevent forced labor in their supply chains. While groundbreaking at the time, its lack of strong enforcement mechanisms led to patchy compliance. Now, expectations are higher.

The EU’s forthcoming CSDDD will effectively mandate robust human rights and environmental due diligence for supply chains.

The UK, under a government keen to show leadership, may follow suit or be pressured to update its laws – for instance, by adding penalties to the Modern Slavery Act reporting requirements or expanding its scope. In addition, the Environment Act 2021 includes provisions about preventing the use of commodities associated with illegal deforestation in UK companies’ supply chains (applicable to commodities like beef, palm oil, soy, and others, once regulations are enacted). Business groups have actually welcomed such measures, calling for clear rules to ensure a level playing field and respond to consumer demand for ethical sourcing.

All this means that legal counsel should treat supply chain diligence as a core compliance issue, not a CSR nicety. Companies should be advised to map their supply chains in depth, identify ESG risks in each tier, and engage with suppliers to set expectations or contractual requirements on ESG standards.

Practical steps include inserting ESG clauses in supplier contracts (covering compliance with codes of conduct, audit rights, termination rights if violations occur), conducting periodic risk assessments (possibly using tools or third-party audits), and preparing contingency plans if a key supplier is found to be non-compliant or is cut off due to geopolitical events. Supply chain transparency is also increasingly crucial for reporting: stakeholders expect companies to know where their products come from and under what conditions. Initiatives like blockchain tracking for raw materials, or supplier disclosure platforms, might move from experimental to mainstream.

UK law firms can add value by helping clients design supply chain diligence programs that meet both UK expectations and international benchmarks (like the OECD Guidelines for Multinational Enterprises or the UN Guiding Principles on Business and Human Rights, which influence emerging laws). And once again, the carrot-and-stick both apply: yes, there’s risk of legal liability or scandal if issues are found, but there’s also competitive advantage in being able to prove to customers and investors that your supply chain is responsibly managed. In industries where end-consumers care (think food, fashion, electronics), this can be a brand differentiator.

Geopolitical factors are amplifying the stakes of ESG compliance.

Carbon tariffs, trade policy, and supply chain laws mean that ESG considerations penetrate every link of the value chain. Legal strategists must help clients see the full picture: it’s not just about pleasing the regulator in London, but also about satisfying expectations in Brussels, Washington, and beyond.

By adopting a proactive stance – preparing for carbon pricing, understanding differing international attitudes, and shoring up supply chain practices – UK companies can not only weather these crosswinds but harness them. After all, if sustainability is becoming part of the rules of global trade, those who integrate sustainability early will find doors open, not closed.

From Challenge to Opportunity

The state of ESG in the UK in 2025 is one of complexity and promise.

UK companies and their legal advisors are navigating a thicket of new rules – from anti-greenwashing mandates to detailed disclosure regimes – and feeling the pull of global standards alongside the push of domestic enforcement. Geopolitical factors add another layer, as sustainability becomes entwined with trade and diplomacy.

While this can seem daunting, the overarching narrative is positive: there is a clear momentum towards more sustainable and responsible business conduct, and those who adapt will thrive in a landscape that rewards transparency and accountability.

For delegates at the upcoming Legal ESG London conference and the broader legal community, the task at hand is to translate ESG pressures into practical strategies. By deepening our understanding of the laws and looking at the big picture, we can advise with confidence and creativity. Whether it’s guiding a client through the intricacies of UK and EU reporting requirements, or helping them design a supply chain resilience plan, we operate not just as lawyers, but as legal strategists – bridging law, business, and ethics.

In the end, navigating ESG in 2025 is about balancing risks and opportunities.

The firms that treat ESG compliance as an opportunity to innovate and lead will enhance their reputational capital and stakeholder trust. The lawyers who can frame these issues in business-savvy ways will become indispensable counselors to their clients and organizations.

The UK’s journey – amid geopolitical pressures, regulatory shifts, and greenwashing risks – is a microcosm of the global journey toward sustainable commerce.

Trump's Orders Target Law Firm DEI: Diversity Initiatives Face Uncertainty.

Wed, 07 May 2025 16:12:45 GMT

Diversity, equity, and inclusion (DEI) programs at major U.S. law firms are increasingly under scrutiny, facing intense political backlash.

US President Donald Trump recently intensified his campaign against DEI initiatives within the legal industry by issuing an executive order directing the Justice Department to enlist law firms to defend police officers accused of misconduct pro bono—effectively "free of charge." This bold move escalates a broader conflict involving major law firms, political pressures, and their longstanding commitments to diversity and social responsibility.

The executive order from Trump comes on the heels of a series of unprecedented agreements, in which nine prominent law firms committed a combined $940 million worth of pro bono legal work to causes specifically favored by the Trump administration. These causes include veterans’ affairs and initiatives aimed at combating antisemitism. Such deals, which were strategically designed to appease the administration and avert punitive executive actions, have provoked considerable turmoil within the affected law firms. Internally, attorneys have expressed frustration, viewing these concessions as politically motivated and misaligned with their core professional values.

Externally, these developments have sparked significant controversy across the legal sector. More than 800 law firms publicly voiced their opposition, filing court briefs that labeled the executive orders as an unlawful attempt to "cow" firms into political submission. These outspoken criticisms highlight a deepening tension between the legal industry's ESG (Environmental, Social, and Governance) commitments, notably diversity and inclusion, and increasing political polarization.

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The implications of Trump’s intensified opposition to DEI programs are profound. Law firms, traditionally viewed as advocates of social justice and corporate responsibility, now find themselves at the epicenter of an ideological battle. Trump's latest executive order, specifically targeting law firms and their diversity initiatives, is perceived by critics as part of a broader campaign designed to discourage firms from engaging in progressive, socially conscious legal work.

The directive compelling firms to defend police officers accused of misconduct for free is particularly contentious. Critics argue that such mandates are attempts to undermine DEI initiatives by forcing firms into politically charged legal battles that run counter to their diversity commitments. The administration's tactical leveraging of pro bono services as a bargaining chip places law firms in a precarious position, forcing them to balance legal ethics, firm reputation, and political pressure.

This political clash is not occurring in isolation. It reflects a wider ideological divide shaping American society, politics, and business practices. Major corporations and law firms alike face mounting pressure to reevaluate or even abandon their ESG strategies, especially those focused on diversity and inclusion. Opponents of DEI initiatives argue that such programs constitute reverse discrimination, while proponents assert they are crucial for addressing longstanding inequalities within the legal profession.

For many attorneys, the situation presents a moral and professional dilemma. The recent deals and directives have sparked internal debates about the ethical implications of aligning pro bono work with political demands. Attorneys within these firms have openly expressed concerns about being compelled to participate in politically motivated cases, fearing potential reputational harm and conflicts of interest.

Moving forward, law firms must navigate these turbulent political waters carefully. Leaders within the legal industry face difficult decisions about how to uphold their ethical commitments and diversity values amid increasing political hostility. The coming months are likely to be critical as firms grapple with these challenges, deciding whether to uphold their diversity initiatives or concede to external political pressures.

Ultimately, Trump's executive orders and the ensuing industry backlash underscore the volatile intersection of law, politics, and social responsibility. As the conflict continues to unfold, it is clear that DEI initiatives within Big Law are under unprecedented scrutiny, representing a crucial test of the industry's commitment to diversity and its resilience in the face of political adversity.

Strategic Governance as the Cornerstone for Legal ESG Excellence in Latin America

Tue, 06 May 2025 15:00:37 GMT

In late March, 2025, during Legal ESG Latin America , the conversations revealed a critical focus on corporate governance, illuminating how governance must become integral rather than incidental within corporate strategies, for both law firms and clients. For leaders, the message was clear: robust governance is the cornerstone for effective ESG initiatives and sustained legal excellence.

Throughout the day, governance emerged not simply as compliance but as an ethical imperative, essential for addressing regional challenges including climate change, systemic inequalities, and the complexities of sustainable economic growth. Legal experts and thought leaders discussed how embracing ethical governance, characterized by accountability, transparency, and proactive stakeholder engagement, can bolster a company’s resilience and competitive edge in the global market.

The discussion encouraged the evolution from traditional shareholder-centric models toward inclusive stakeholder-driven practices. This shift emphasizes balanced representation and active consideration of the interests of employees, clients, communities, and environmental considerations.

Significant attention was also paid to the practical implications of international regulations such as EU directives, notably the Corporate Sustainability Due Diligence Directive (CSDDD). Given their extraterritorial reach, these directives compel Latin American entities to urgently strengthen governance practices, transforming compliance into a strategic advantage rather than merely a defensive necessity. For lawyers, this means proactive engagement in advising clients on aligning their operations and policies with these global standards, thus mitigating legal and reputational risks.

The necessity for embedding sustainability within corporate governance structures was underscored.

Law firms play a pivotal role in guiding clients through this integration, helping them navigate evolving regulations, implement robust reporting standards, and develop strategies aligned with long-term ESG objectives.

Addressing implementation challenges, participants highlighted the need for capacity-building initiatives within firms, promoting internal education and cultural shifts towards sustainability. Lawyers must not only advise externally but also champion these values internally, ensuring comprehensive adoption across organizational structures.

Legal ESG Latin America concluded with a powerful call to action for lawyers: view governance reform not just as a compliance checklist but as a strategic opportunity to drive value creation and future-proof their practice in a rapidly changing legal landscape.

If you missed Legal ESG Latin America, the full replay is available here .

The State of UK ESG Part 1 - Raising the Bar: UK ESG Regulations and Anti-Greenwashing Rules

Wed, 30 Apr 2025 14:20:04 GMT

The UK ESG Landscape at a Crossroads

Raising the Bar: UK ESG Regulations and Anti-Greenwashing Rules

The UK has introduced significant regulatory measures to enhance transparency and integrity in ESG practices, sharpening the focus on both legal compliance and reputational accountability :

FCA’s Anti-Greenwashing Rule: As of May 2024, the Financial Conduct Authority’s new anti-greenwashing rule is in force, applying to all FCA-regulated firms.

It requires that any sustainability-related claim made by a firm – whether in a formal financial promotion or in any client communication – must be clear, fair, and not misleading. This seemingly simple mandate carries weighty implications. Financial institutions can no longer casually label products or strategies as “green”, “sustainable”, or “ESG-friendly” unless those claims are objectively justified. Marketing departments, investor relations, and legal compliance must work hand-in-hand to vet every ESG statement. The legal implication is that misrepresentations can trigger regulatory enforcement or even civil liability for mis-selling or false advertising.

The reputational implication is equally serious: a firm accused of “greenwashing” may suffer lasting damage to its credibility with clients, investors, and the public. UK regulators have signaled they will not hesitate to act against exaggerated or unfounded sustainability claims – an important warning for legal advisors to convey to their boards and business teams.

Sustainability Disclosure Requirements (SDR) and Investment Labels: In parallel, the UK is rolling out its own Sustainability Disclosure Requirements (SDR) regime.

Final rules published in late 2023 set out new standards for asset managers and financial products to classify and disclose their sustainability profile. A system of sustainable investment labels has been introduced – with categories such as “Sustainable Focus”, “Sustainable Improver”, “Sustainable Impact” (among others) – designed to help investors distinguish the level and nature of a product’s ESG ambition. Importantly, under SDR a firm may not use ESG-related terms in a product name or marketing unless it qualifies for one of the official labels.

This is a stricter approach to nomenclature that aims to eliminate ambiguity (e.g. no more vaguely named “Green Growth Fund” unless it meets defined criteria). Originally voluntary, these labels become increasingly necessary for market credibility, and the FCA has set clear timelines: firms must comply with naming and marketing rules by April 2025 (after a brief extension granted for implementation challenges).

The SDR framework also mandates detailed disclosures accompanying any labelled product, so that the underlying data and strategy – asset allocation, sustainability objectives, KPIs – are transparent. For legal teams, this means scrutinizing fund documentation, prospectuses, and client communications against the new rulebook to ensure full alignment with SDR definitions . Any mismatch between what a product is called and what it actually does will be a liability. In effect, SDR and the anti-greenwashing rule together push the industry towards a truth-in-labelling paradigm for ESG.

Corporate Disclosure and Climate Reporting: Beyond the financial sector, the UK has led in climate-related disclosure by being one of the first major economies to mandate Task Force on Climate-related Financial Disclosures (TCFD) reporting for large companies and financial institutions.

Since 2022, many UK companies have been reporting on climate governance, risk management, strategy, and metrics in line with TCFD. In 2025, this practice is becoming business-as-usual, but new developments are on the horizon. The UK is a strong proponent of the International Sustainability Standards Board (ISSB) global reporting standards – specifically IFRS S1 (general sustainability disclosures) and IFRS S2 (climate-specific disclosures) finalized in 2023. The previous government’s plan to endorse these ISSB standards for UK companies was delayed amid the election period, but a consultation is expected in early 2025 under the new administration. It is widely anticipated that UK regulators will move to make these global standards mandatory for listed companies in the next couple of years (potentially for reporting periods beginning 2026). For in-house counsel, it’s crucial to plan ahead: even companies already doing TCFD reports may need to expand scope (IFRS S1 will cover broader sustainability topics beyond climate) and tighten controls on data quality.

The direction of travel is clear – more robust, standardized ESG reporting is coming, and legal teams should be ready to assure compliance and accurate reporting on day one.

Bolstering the “S” and “G”: While environmental issues often dominate ESG headlines, UK regulators are also turning attention to social and governance factors. For example, the Financial Reporting Council’s revised Corporate Governance Code (expected in 2025) may incorporate ESG considerations more explicitly into directors’ responsibilities.

Likewise, diversity and inclusion reporting, executive remuneration linked to ESG metrics, and workforce-related disclosures are emerging areas. From a reputational standpoint, inconsistencies between a company’s stated values (say on diversity or human rights) and its actual performance can be as damaging as environmental missteps. Legal advisors should ensure that governance frameworks – from board oversight down to internal audits – treat ESG claims and targets as enforceable commitments .

This means putting in place proper oversight of any public sustainability targets (e.g. net-zero pledges, diversity goals) to avoid accusations of “social-washing” or governance failures. The UK’s evolving regulatory regime, combined with pressure from investors and civil society, is effectively raising the bar: ESG promises must be backed by evidence and action .

Why it Matters: The immediate takeaway for UK legal practitioners is that ESG-related regulations are no longer soft guidelines but hard law with teeth. Whether advising a bank on marketing a new green finance product, or guiding a FTSE 100 company on sustainability reporting, lawyers must ensure stringent compliance with the anti-greenwashing standards and SDR framework.

Equally, counsel should advise clients to view these rules not just as obligations but as opportunities – a chance to build trust with stakeholders through credible ESG communication. In a market increasingly allergic to greenwash, those who demonstrate integrity and transparency in ESG will be better positioned to attract investment and avoid legal pitfalls.

Inside Legal ESG / Law Students for Climate Accountablity - with Haley Czarnek and Martha Agudelo Cordoba

shana@insidepractice.com (Shana English) — Thu, 17 Apr 2025 18:16:21 GMT

Empowering Future Attorneys: Insights from Law Students for Climate Accountability

In this episode of the Inside Legal ESG podcast series, Pam Cone speaks with Haley Czarnek, National Director of Law Students for Climate Accountability along with Martha Agudelo Cordoba, International Director of Law Students for Climate Accountability. They share why and when the organization was founded and give a highlight on their most recent research.

They will be sharing more about their most recent report at the upcoming Legal ESG Toronto event on May 7. You can still register here: https://www.insidepractice.com/legal-esg-toronto

Inside Practice Weekly Briefing / 10 – 17 April 2025

Thu, 17 Apr 2025 15:44:34 GMT

Why this week matters

Are we guiding change—or letting it happen to us?

Over the past seven days, four converging storylines have redrawn the strategic map for law‑firm leaders:

AI’s double‑edged advance in the courtroom and the back office.
ESG caught in political crossfire on both sides of the Atlantic.
A revenue boom that disguises simmering client‑value pressures.
Risk vectors—from cybercrime to talent models—mutating in real time.

Each development demands more than awareness; it calls for deliberate, principle‑led action. Below, we unpack the signals and translate them into next‑step questions for boards, managing partners, and GCs.

INSIGHTS

Legal Tech:

Promise, peril, and the "human‑in‑the‑loop” imperative

Breakthrough.

Berlin start‑up Libra released Libra v2 , a legal‑grade LLM that auto‑orchestrates everything from fact discovery to final contract review—an efficiency leap that puts routine tasks on the endangered‑species list.

Reality check.

A New York pro se litigant tried to outsource his oral argument to an AI avatar. The appellate panel cut the feed and chastised him for misleading the bench—another cautionary tale in the growing file of AI court misfires.

Regulatory guardrails.

Virginia’s governor vetoed a “high‑risk AI” bill that would have imposed strict licensing on legal‑service tools, calling it innovation‑chilling. Expect the federal vacuum to persist—and for judges to police the line case‑by‑case.

Legal ESG:

Values under pressure, reputations on the line

Washington’s squeeze.

Five Am Law 10 firms struck nine‑figure pro‑bono deals with the White House—trading pledges to curb “illegal DEI discrimination” for relief from executive‑order sanctions. Internal resignations and an 800‑firm amicus backlash followed.

Berlin’s rollback.

Germany’s new coalition moved to scrap the pioneering Supply Chain Act, deferring to a delayed EU‑wide directive and creating a regulatory lull for multinationals—at least on paper.

Legal Economics:

Record highs, restless clients

Numbers that turn heads.

The 2025 Am Law 100 table confirms another banner year: Kirkland & Ellis leads the pack with $8.8 billion in gross revenue and tops profits‑per‑partner, edging out Wachtell in a “dog‑fight” for the No. 1 PPP slot. Latham climbs past $7 billion in revenue, while the wider top‑ten shows double‑digit growth—evidence of an industry‑wide surge that averaged roughly 13 % year‑on‑year.

Behind the gloss.

Cash‑rich firms are expanding headcount, geography, and tech budgets—but clients are simultaneously demanding AFAs, measurable outcomes, and AI‑driven efficiency. The profit party can flip quickly if firms can’t prove premium value.

Legal Futures:

Risk convergence and the contested workplace

Cyber & data.

Generative‑AI‑powered phishing, real‑time malware mutation, and a patchwork of new state privacy statutes mean yesterday’s controls are obsolete.

Geopolitics.

Executive orders against law‑firm diversity programmes, EU ESG delays, and potential tariff expansions illustrate how swiftly political edicts can up‑end client compliance maps.

The workplace.

Four‑day‑in‑office mandates are proliferating (Paul Weiss, WilmerHale, others) even as data show hybrid models curb attrition and burnout.

Call to Leadership

What now?

Audit your AI stack —where are the blind spots between automation and ethical accountability?
Stress‑test your ESG narrative —could it survive a hostile headline tomorrow?
Pre‑empt the next threat vector —cyber, geopolitical, or talent—by assigning cross‑functional squads empowered to act, not just report.

The profession is standing at a four‑way intersection of technology, purpose, economics, and risk. Standing still is not an option; intentional motion is the only safe posture. The question is no longer “Will we change?” —it is “Will we lead?”

For more insight from Inside Practice sign up to our news letter

How AI in Law is Transforming Knowledge Management for Modern Firms

Wed, 16 Apr 2025 10:00:06 GMT

As artificial intelligence in law becomes increasingly embedded in law firm operations, Knowledge Management (KM) and Innovation teams find themselves at the forefront of transformative change.

The traditional role of law firm KM is evolving—moving beyond pure practice support into a more strategic function that directly impacts firm profitability, operational efficiency, and competitive differentiation.

For decades, Knowledge Management in law firms has operated largely behind the scenes—quietly cataloging precedents, stewarding best practices, and making sense of an ever-growing volume of legal content. But as artificial intelligence accelerates its advance across the legal sector, the role of KM is undergoing a dramatic—and arguably long-overdue—redefinition.

Where once KM was seen as a support function, today it is emerging as a central nervous system: organizing the firm’s collective knowledge, driving data strategy, and enabling smarter, faster, and more strategic decision-making across the organization. At the heart of this shift is the need to move beyond merely capturing knowledge, to activating it – bridging the gap between data curation and automation, navigating labor-intensive, foundational KM work to build structured, high-quality data foundations to ensure that AI delivers meaningful results.

Interested in joining the discussion? Secure your place at AI x KM: The Next Frontier in Legal Knowledge Management .

The AI Catalyst

Artificial intelligence, particularly generative AI and AI agents, is acting as a force multiplier for legal KM. It’s transforming how knowledge is retrieved (think: search boxes morphing into intelligent, embedded assistants), how it’s surfaced (from static repositories to real-time delivery within workflows), and how it’s leveraged (from passive consumption to active insight generation).

This reimagining of search alone is worth pausing on. We’ve entered an era where attorneys expect not just documents, but answers—contextual, relevant, and immediate. Traditional search paradigms no longer serve the complexity of modern legal work. And KM leaders are now collaborating with IT and AI architects to embed search within practice tools, harnessing natural language processing, and surfacing high-value content while minimizing noise.

Building an AI-Ready KM Ecosystem

But powerful tools are only as good as the data they rely on. That’s why one of the most pressing priorities for KM professionals today is ensuring their firms have clean, curated, and structured knowledge foundations.

This foundational work—at times referred to as "the dirty work"—includes experience capture, metadata tagging, and the normalization of disparate matter, client, and attorney data. Without it, even the most sophisticated AI tools will fail to deliver meaningful results. What’s changed is that this work is now viewed not as a laborious prerequisite, but as a strategic investment. It enables predictive insights, enhances client intelligence, and lays the groundwork for innovation across the firm.

Knowledge Management as Strategic Partner to the Business of Law

Another defining shift? KM’s growing role in business operations. Whether it’s supporting Pricing with data around past matters and outcomes, helping Marketing surface relevant experience, or enabling Finance to assess profit leakage, KM teams are increasingly being asked to bridge silos and serve as data translators across the firm. This is less about becoming a new function and more about becoming a connective tissue between functions (which in some firms has been the case for some time now). KM has the institutional knowledge, the systems access, and increasingly, the strategic voice to help law firms move from gut instinct to data-driven decision-making.

AI in Law: The Organizational Question

Of course, none of this can happen without revisiting organizational structure (which is something we have been talking about at recent Inside Practice events). Who owns AI? Who governs experimentation and risk? As AI-enabled roles emerge and evolve—Chief AI Officers, Legal Engineers, AI Product Leads—KM leaders must help shape the firm’s operational future. While some firms combine KM and Innovation into a single function; others are elevating KM within the C-suite. What’s clear is that AI is collapsing traditional boundaries, and KM professionals must be at the table when new structures and roles are being considered or designed.

Rethinking the Human Element

AI in law isn’t just a technological shift—it’s a human one. KM teams now sit at the intersection of technical enablement and talent development. They're asking: How do we upskill our people? How do we help attorneys adapt to a world where AI is a collaborator (not a competitor for our jobs)? The firms leading the charge are doing more than piloting tools; they’re building playbooks for how AI and humans work together. They’re aligning KM with Professional Development to build AI-literate legal professionals. And they’re creating spaces for experimentation and failure, recognizing that innovation is iterative and culturally sensitive.

From Copilots to Agents: The Next Leap

We’re also beginning to see the next evolutionary step: AI agents. These are not just tools that assist—they act. They retrieve, synthesize, summarize, and even suggest courses of action. In this world, KM becomes the “brain” and AI agents become the limbs—executing on the intelligence that KM curates, organizes, and structures. This metaphor may sound unnecessarily anthropomorphic, but it’s practical. It frames how firms must think about human/machine collaboration and how AI agents will require new workflows, oversight, and trust frameworks.

The next frontier of KM is not about digitizing the past—it’s about shaping the future. It’s about helping law firms become more responsive, more client-centric, and more intelligent by design.

This year’s AI x KM conference in New York is more than a gathering of colleagues and experts—it’s a snapshot of a profession in motion. We’ll explore everything from agentic AI and reimagined search experiences, to KM’s evolving relationship with IT, to new models for aligning knowledge, data, and business strategy.

For knowledge Management professionals navigating this evolution, the message is clear: this is your moment. AI isn’t replacing KM—it’s elevating it.

The State of ESG in Canada Amid Shifting Political Landscapes

Wed, 16 Apr 2025 09:00:17 GMT

A New Era of ESG Under Prime Minister Carney

In March 2025, Canada entered a new political era with the election of Prime Minister Mark Carney—a global climate finance figure now steering national climate and economic strategy. One of his first acts was scrapping the federal consumer carbon tax, a decision aimed at alleviating financial strain while preserving industrial emissions pricing. This move has sparked debate: is Canada weakening its climate commitments, or simply taking a more pragmatic route?

Carney’s intent is clear. Rather than abandon ESG priorities, his government is reconfiguring them for political durability and economic alignment. Industrial polluters will still be regulated through the Output-Based Pricing System, while incentives for green retrofits, electric vehicles, and clean tech will fill the policy gap. Carney has also proposed a Canadian Carbon Border Adjustment Mechanism (CBAM) to guard against carbon leakage—signaling a firm stance on climate, even as the policy instruments shift.

For law firms, this isn’t a retreat from ESG—it’s a redefinition. Legal advisors must now track not just the letter of the law, but the political logic behind it. A more targeted and politically savvy approach to ESG is emerging, one that balances environmental stewardship with economic competitiveness. Legal counsel must interpret this new tone for clients—especially those navigating cross-border operations, regulatory compliance, or reputational risk in an increasingly politicized ESG climate.

Evolving ESG Frameworks: What Firms Need to Know

The shift in political leadership comes amid significant regulatory movement. The Canadian Sustainability Standards Board (CSSB) has advanced climate disclosure frameworks aligned with global norms. Public companies will soon face mandatory reporting of climate-related risks, governance practices, and financial exposures.

For legal professionals, this marks the end of ESG as a “voluntary” exercise. Law firms must equip themselves to guide clients through climate scenario analysis, emissions disclosures (Scope 1 and 2 now, Scope 3 soon), and board-level governance reviews. In-house counsel and private practitioners alike should treat ESG reporting as a core element of corporate risk management.

Beyond environmental metrics, the social and governance pillars are gaining teeth. The Fighting Against Forced Labour and Child Labour in Supply Chains Act, effective since January 2024, compels companies to investigate and disclose human rights risks in their supply chains. This is no longer a matter of corporate ethics—it’s statutory compliance. Meanwhile, institutional investors and regulators are scrutinizing board diversity, executive pay alignment, and governance structures more than ever before.

The message is clear: ESG in Canada is no longer a branding exercise or marketing narrative. It is now a legal and strategic imperative —with real consequences for missteps, misreporting, or superficial commitments. As ESG becomes more embedded across multiple legal domains (disclosure, governance, human rights, contracts), firms must build interdisciplinary capabilities to serve evolving client needs.

U.S. Divergence and Geopolitical Crosswinds

Canada’s ESG trajectory is diverging sharply from that of the United States. Under a second Trump administration, the U.S. has withdrawn (again) from the Paris Agreement, scaled back federal climate mandates, and issued executive orders targeting ESG-related investment practices. In this political climate, some U.S. states have gone further—accusing ESG frameworks of ideological overreach and actively discouraging their adoption.

For Canadian law firms advising cross-border clients, this creates significant legal and reputational complexity. Clients must now navigate ESG regimes that are not only inconsistent but ideologically opposed. How do you advise a Canadian company doing business in a U.S. state where ESG is a legal liability, not a virtue? What’s the legal exposure when ESG disclosures in Canada contradict the political or regulatory stance of a foreign jurisdiction?

Cross-border due diligence must now factor in ESG hostility as a risk variable. M&A activity, financing, and international partnerships all require a reassessment of ESG strategy—not just for compliance, but for business continuity. Canadian legal counsel are increasingly called upon to act as geopolitical translators, helping clients align with domestic expectations without triggering backlash abroad.

Local Realities, National Challenges

Domestic factors further complicate ESG implementation. Canada’s provinces vary widely in their ESG commitments. Some support the federal government’s direction; others, especially those with resource-heavy economies, resist ESG-related regulation that could hurt local industries.

Legal advisors must help clients navigate this fragmented terrain. A national carbon border adjustment mechanism, for instance, may make sense from Ottawa’s perspective—but how it is received and enforced in Alberta or Saskatchewan may differ dramatically. Similarly, green energy incentives in British Columbia may not apply in Ontario, affecting project structuring and financing.

This federal-provincial push-pull makes ESG compliance as much about political intelligence as legal expertise. It also underscores the need for law firms to develop regional nuance in their advice. There’s no one-size-fits-all ESG counsel in Canada anymore. Each province presents its own regulatory tone, stakeholder expectations, and political climate.

ESG as Corporate Strategy, Not Just Compliance

ESG has evolved beyond a compliance requirement. It is now a strategic lever that affects how companies are valued, how they attract investment, and how they are perceived by customers, employees, and regulators. Law firms have a role to play in shifting client mindsets—encouraging proactive ESG alignment as a path to resilience and differentiation.

For example, legal advisors can help companies translate new reporting requirements into better data governance, scenario planning, and stakeholder communication. They can assist in building ESG considerations into corporate governance structures—linking sustainability metrics to executive compensation, forming ESG committees, or updating bylaws and fiduciary obligations to include climate risk.

Firms that embrace ESG not as an external imposition but as a way to future-proof their business are better positioned to attract capital, win consumer trust, and avoid litigation. This is especially critical at a time when ESG claims are being scrutinized—and litigated. Regulators are clamping down on greenwashing. Activist investors are demanding accountability. Employees and consumers are holding firms to their public values.

Lawyers must now guide clients not only on what to say in ESG reports, but how to back it up. This includes reviewing ESG-related disclosures for accuracy, preparing for potential investigations, and helping companies develop response protocols for ESG controversies—whether related to climate, social impact, or governance failures.

The Legal Profession’s Role in Canada’s ESG Future

The legal profession has a pivotal role to play in shaping Canada’s ESG future. Law firms are no longer passive observers of policy change—they are active translators, implementers, and enforcers. To meet this moment, firms must retool internally and externally:

Integrate ESG Across Practice Groups : From capital markets to employment law, ESG now intersects with every area of practice. Equip your teams accordingly.
Build Regulatory Foresight : Anticipate—not just react to—policy shifts. Carney’s government is moving fast. Clients need forward-looking counsel to stay ahead.
Focus on Execution, Not Just Advice : Clients need help operationalizing ESG—embedding it in contracts, governance, supply chains, and disclosures.
Train for Crisis Response : ESG-related reputational crises require multidisciplinary action. Lawyers must coordinate legal, communications, and stakeholder strategies in real time.

This isn’t just about ESG as a legal topic—it’s about the role of law in a changing society . ESG represents a convergence of legal risk, moral responsibility, and business strategy. The firms that rise to this challenge will be those that blend compliance with creativity, rules with vision, and legal risk with leadership.

A Final Word: From Trend to Tenet

ESG is no longer an optional trend—it’s a defining tenet of modern business and law. Canada’s political pivot under Carney has not weakened ESG, but reframed it as a pragmatic, geopolitically aware, and industrially relevant framework. The burden is now on legal professionals to translate that evolving framework into strategic guidance .

As the profession gathers at Legal ESG Toronto on 7 May 2025 , the task ahead is clear: we must elevate ESG conversations beyond compliance checklists and into the heart of corporate decision-making. Law firms have a central role in this transformation—not just as interpreters of regulation, but as partners in shaping a more sustainable, resilient, and just future.

The question is not whether ESG is here to stay. The question is: Are you ready to lead?

Stress Management and Resilience: The Keys to Thriving in Law | Dr Larry Richard

Tue, 15 Apr 2025 13:59:11 GMT

Dr Larry Richard gives invaluable insights into the legal profession's challenges and the importance of prioritizing mental health.

Welcome to Inside Practice, your go-to video series for the latest insights, news, and leadership thoughts in the legal industry.

In this episode, we dive into the crucial topic of wellbeing in law with Dr. Larry Richard , founder and principal consultant at Lawyer Brain LLC . Join us as we explore his invaluable insights into the legal profession's challenges and the importance of prioritizing mental health.

A Journey from Lawyering to Legal Psychology

Dr. Richard's journey is one of deep transformation. Growing up in a family steeped in law, he once believed his path was predetermined. However, after a challenging experience in law school and a decade practicing as a litigator, he realized that law was not a good fit for him. This led him on a pivotal journey of self-discovery, ultimately earning a PhD in psychology. His mission? To study lawyers and understand their unique psychological experiences.

"For the last several decades," Dr. Richard explained, "I've examined the psychological profiles of thousands of lawyers, gathering scientific data that informs my consulting practice. My goal is to help law firms and legal departments enhance the performance and wellbeing of their lawyers."

The Evolving Landscape of Wellbeing in Law

Wellbeing in law has become one of the most pressing concerns in recent years. Historically, legal education has focused on developing leadership qualities, but a significant shift is underway. Now, the need to prioritize lawyer wellbeing and resilience is gaining traction. "In the face of such profound change, uncertainty, and stress, the legal profession is increasingly acknowledging the need to prioritize wellbeing," Dr. Richard noted.

Recent research reveals that around 90% of lawyers score in the bottom half when it comes to resilience. External pressures from rapidly changing technology, political polarization, and global crises are creating a formidable and stressful environment for legal professionals. As we adapt to these challenges, the conversation around wellbeing in law continues to grow.

Understanding Resilience: Big R vs. Little r

During our conversation, Dr. Richard introduced two distinct types of resilience that are essential for legal professionals to understand: "Big R" and "little r" resilience. Big R resilience involves recovering from significant adversities—those major life events that demand a strong rebound. In contrast, little r resilience focuses on managing daily stressors and interpersonal challenges that can accumulate over time.

In the legal profession, where high-pressure dynamics can trigger heightened sensitivity to criticism and setbacks, the ability to cultivate both kinds of resilience becomes increasingly important. "Resilience is not just about how you bounce back from the big events, but how you handle the day-to-day challenges," Dr. Richard explained, emphasizing the importance of nurturing resilience in daily practice.

The Impact of Stress on Legal Professionals

Stress is an ever-present reality for many legal professionals, and Dr. Richard highlighted the biological impacts of chronic stress on the human body. When faced with stress, our sympathetic nervous system activates, triggering the fight or flight response. This releases powerful hormones like cortisol, which can lead to various health issues when exposure is prolonged. "Continual exposure to these stress hormones can lead to increased belly fat and cardiovascular problems," Dr. Richard warned.

Many legal professionals often view their workaholic tendencies as a badge of honor, pushing through stress without realizing the toll it takes on their health. "This mindset can be incredibly detrimental, especially in today's high-stress legal environment," he cautioned.

What to Expect at Legal Wellbeing: New York

As we concluded our enlightening conversation, Dr. Richard shared what attendees can expect at the upcoming Legal Wellbeing event in New York. Participants will delve deeper into the science behind stress, its impacts, and actionable strategies to manage and mitigate these effects. This event aims to provide tools that empower legal professionals to foster resilience and enhance their overall wellbeing.

Register your spot: https://www.insidepractice.com/legal-wellbeing-new-york

Final Thoughts

In a profession often characterized by high-pressure environments and emotional distress, the insights shared by Dr. Richard serve as a timely reminder of the importance of prioritizing wellbeing and resilience in law. By focusing on these aspects, legal professionals can improve their personal health while also enhancing their overall performance in the field.

Beyond Billable Hours: Why Wellbeing Matters in Law | Dylan Adams Patents Demystified

Mon, 14 Apr 2025 13:35:25 GMT

Why Wellbeing Matters in Law

In this compelling episode we sit down with Dylan Adams , Partner at Davis Wright Tremaine , to explore the critical intersection of mental health and legal practice. As a key speaker at the upcoming Legal Wellbeing event in New York, Dylan shares his insights on how law firms can cultivate supportive environments that prioritize wellbeing.

Discover the significance of a positive workplace culture, the impact of pro bono opportunities, and innovative initiatives like the “no jerks” policy that can transform the legal landscape. Whether you’re a legal professional, firm leader, or simply interested in mental health in the workplace, this conversation addresses why wellbeing is essential for success in law.

Legal Wellbeing Event Details: https://www.insidepractice.com/legal-wellbeing-new-york

EP 46 | Inside Legal ESG | Pam Cone & Sara Magneli on Trends, Challenges, and Hope in ESG Law

Fri, 11 Apr 2025 10:47:26 GMT

Inside Legal ESG | Sara Magneli | ESG Counsel | Advokatfirman Cederquist

In this episode of Inside Legal ESG , Pam Cone interviews Sara Magneli, ESG Counsel at Advokatfirman Cederquist in Stockholm, Sweden.

They explore Sara's journey to becoming an ESG Counsel and delve into the current trends and challenges confronting both ESG lawyers and their clients in the legal landscape. Additionally, they discuss what inspires hope amidst the global ESG challenges.

This is an insightful conversation on the evolving role of ESG in law that you won't want to miss!

Prioritizing Mental Health and Wellbeing in Law: Key Takeaways from Kimberly Busch

Thu, 10 Apr 2025 15:07:32 GMT

Promoting Wellness in the Legal Profession: An Interview with Kimberly Busch

In a recent episode of the Inside Practice interview series, we spoke with Kimberly Busch, a lawyer, corporate wellness consultant, and author of "Attorney Wellness Advocate." With a keen focus on improving health and wellness among legal professionals, Kimberly is set to be a key speaker at our upcoming event Legal Wellbeing: New York on May 8th .

Key Highlights:

Wellness Landscape Shift : Since 2005, the perception of health and wellness in the legal field has evolved significantly, with increasing recognition of the need for mental and physical health support.
Importance of Wellness in Law : Lawyers face immense pressure, often managing clients' high-stakes issues, which can lead to secondary trauma. Initiatives that improve wellness are crucial not only for individual well-being but also for enhancing productivity and morale within law firms.
Business Case for Wellness : Implementing effective wellness programs can lower health insurance costs, reduce absenteeism, attract top talent, and improve staff morale.
Addressing Common Issues : Kimberly highlighted that 80% of adults experience back pain at some point, a topic she will address in her upcoming session. With aging, adults can lose muscle mass contributing to back pain, which emphasizes the need for proactive wellness measures.

Practical Steps for Legal Professionals:

As the legal environment continues to evolve, the importance of mental and physical wellness cannot be overstated. With Kimberly's insights at the upcoming event, legal professionals have an opportunity to address the vital issue of wellness, ultimately contributing to their own health and the health of their practices.

For more information on attending Legal Wellbeing: New York event and to follow Kimberly's work, please refer to her LinkedIn profile and click here for more event details.

Enhancing wellness in the legal profession is not just beneficial—it's essential. We encourage readers and listeners alike to engage in this crucial conversation by commenting on how they view the importance of wellness among legal professionals.

Announcing Legal Wellbeing: A Wellness Event in London for Legal Professionals

Tue, 01 Apr 2025 15:25:42 GMT

The legal profession is confronting a wellbeing reckoning.

Studies continue to illuminate a concerning landscape: a significant portion of lawyers report high stress, anxiety, and even burnout in their work lives. Nearly two-thirds of legal professionals have experienced burnout as a result of their work Law firms are recognizing that the traditional “grin and bear it” culture is unsustainable — and that supporting mental health is now a business imperative, not just a buzzword.

Legal Wellbeing: London , a wellbeing event (taking place on September 10, 2025) aims to be a catalyst for change in this area. Hosted by Clyde & Co in the heart of London, this one-day conference will bring together mental health and wellbeing experts, law firm leaders, and those charged with their firms’ people strategy to collaboratively tackle the profession’s wellness challenges.

As part of its global conversation on Legal Wellbeing (a New York edition is slated for May 8th) the London wellbeing event will build on those discussions, challenging attendees to rethink how legal organizations can cultivate healthier, more resilient workplaces.

Nearly two-thirds of legal professionals have experienced burnout as a result of their work

Key Themes and Discussions at Legal Wellbeing: London

Designed around forward-thinking themes that address both individual and organizational wellbeing and packed with keynotes, panel discussions, and interactive wellbeing sessions centered on topics such as:

Leadership Transformation: Redefining what it means to lead in the legal profession and the evolving role of leaders in championing systemic wellness initiatives. How can law firm leaders set the tone from the top and model a culture of wellbeing?

Sustainable Practice Design: Shifting from ad-hoc wellness fixes to holistic approaches that embed resilience into the firm’s culture and operations. Explore building workflows and policies that prevent burnout before it starts, aligning wellbeing with strategic business goals.

Data-Driven Strategies: Leveraging analytics to measure the impact of wellbeing programs and identify areas for improvement. What metrics can demonstrate the ROI of wellness initiatives? Attendees will hear about tools to track engagement, retention, performance and make the case that healthy lawyers drive healthier profits.

Inclusive Leadership: An interactive panel session on why empathy, collaboration, and inclusivity are reshaping leadership frameworks. Diverse perspectives (including junior lawyers, partners, and HR experts) will discuss how an inclusive approach can boost psychological safety and team morale.

Networking and Community: Beyond formal sessions, Legal Wellbeing: London will offer multiple opportunities to connect. Networking breaks and roundtables will enable attendees to share stories and solutions with peers and industry leaders who are equally committed to improving lawyer wellness.

The ROI of Wellbeing: A dedicated discussion linking wellness initiatives to business outcomes. Expect case studies showing how prioritizing mental health and work-life balance leads to tangible benefits like higher staff retention, improved client service, and enhanced firm reputation.

These themes underscore the event’s core goal: providing a strategic blueprint for holistic health, wellness, and resilience across the legal profession. Rather than treating wellbeing as a mere HR issue, these conversations position wellbeing as integral components of law firm strategy and long-term success.

Register your place here .

The speaking faculty features a rich mix of voices – from veteran law firm leaders to pioneering wellness advocates – ensuring a 360-degree exploration of the issues. Confirmed speakers include:

Elizabeth Rimmer , CEO of LawCare – a leading mental health charity for legal professionals – who brings deep insight into supporting lawyers’ psychological wellbeing.
Sam Jardine , Partner at Fieldfisher, and Matt Fairclough , Partner at Clifford Chance – representing major law firms’ perspective on managing talent sustainably and preventing burnout in high-pressure environments. They, along with partners like Emma Danks (Taylor Wessing) and Will Normand (Travers Smith), will share how big firms are starting to overhaul their cultures and expectations.

Stuart Woollard , co-founder of the Maturity Institute, and Sadie Restorick , co-founder of Wellity, offering an outside-in view on workplace wellbeing. Their thought leadership on organizational health and resilience will help attendees tie wellness to performance and innovation.

Andrew Cheung , General Counsel at Pinsent Masons, and Harry Clark , an associate at Mishcon de Reya – adding diverse perspectives from in-house legal leadership and junior lawyer experience, respectively. Hearing from different levels of seniority will enrich discussions on what meaningful support looks like at every stage of a legal career.

In addition to keynote talks, the agenda features dynamic panel discussions and hands-on workshops.

What Attendees Can Expect at Legal Wellbeing: London

Beyond absorbing great ideas, attendees of Legal Wellbeing: London will walk away with practical takeaways and an energized outlook on driving change in their own organizations. Here’s what participants can look forward to:

Actionable Strategies: This isn’t going to be abstract theory – sessions are geared toward ready-to-implement advice. Expect to learn concrete strategies and best practices that you can bring back to your firm, whether it’s launching a new wellbeing program, refining your flexible work policies, or training leaders in mental health awareness.

Fresh Perspectives: Through discussions of emerging trends (like using data to tailor wellness programs or the role of technology and AI in workload management), you’ll gain insights to evolve your firm’s strategy . The content is curated to help legal organizations stay ahead of the curve in supporting their people.

Networking and Support: With lawyers, HR professionals, and consultants all in the room, the networking opportunities are immense. You’ll be able to connect with peers who face similar challenges and build a community of practice for ongoing support. These connections can spark new collaborations and keep the momentum going long after the event.

Inspiration from Leaders: Hearing the personal experiences of law firm partners and wellbeing trailblazers can be incredibly motivating. Attendees will have the chance to engage with speakers during Q&As or coffee breaks – an approachable atmosphere is a hallmark of Inside Practice events. Don’t be surprised if you come away inspired to champion new initiatives and with a list of experts you can reach out to for guidance.

A Vision for Change: Most importantly, the event offers a space to envision what a healthier legal profession looks like. Through the keynotes and final discussions, participants will collectively chart a path forward for a more resilient, human-centered law workplace. The goal is for everyone to leave not only informed, but empowered to drive positive change in their organizations.

Join the Movement

Inside Practice’s Legal Wellbeing: London is more than just a wellbeing conference – it’s positioned as a movement to reshape legal culture . The urgency around lawyer wellbeing has never been higher, and this event offers a prime opportunity to be part of the solution. Whether you’re a law firm partner searching for effective wellness strategies, a legal HR professional looking to build out a wellbeing program, or an attorney who simply cares about the human side of practice, this summit promises value for you.

Join us on September 10, 2025. Register your place here .

A Global Dialogue on Legal Wellbeing: Faculty and Agenda Preview

Thu, 06 Mar 2025 14:49:38 GMT

Inside Practice is proud to announce dates for Legal Wellbeing: New York and Legal Wellbeing: London, a groundbreaking global discussion designed to tackle the pressing issues of resilience, wellbeing, and sustainability within the legal profession.

Updated:

As the profession navigates unprecedented challenges stemming from systemic burnout, workforce transformation, and the complexities of evolving workplace demands, these programs serve as critical platforms to drive actionable change and strategic solutions across the global legal landscape.

Legal Wellbeing: New York & Legal Wellbeing: London , will bring together thought leaders in mental health, organizational strategy, and legal leadership, to collaboratively rethink priorities, explore transformative strategies, and reimagine the future of wellbeing across the legal profession.

The first chapter in this global dialogue, Legal Wellbeing: New York takes place on May 8th at the SUNY Global Center . Then on 11th September we return to London, and our host and event Partner Clyde & Co for Legal Wellbeing London .

The first members of our speaking faculties have been announced:

Renee Branson – CEO, RB Consulting
Libby Clarke, Esq. – Co-Chairperson, NYSBA Attorney Wellbeing Task Force
Kimberly Busch – Lawyer & Author; Attorney Wellness Advocate
Tasher Willet – Associate, Davis Wright Tremaine LLP
Natalie Runyon – ESG Strategist and Consultant, Thomson Reuters
Sarah Schultz – Head of Marketing, Draftwise
Dylan Adams – Partner, Davis Wright Tremaine
Ian Shae – Founder and CEO, I M Human
Dr. Larry Richard – Founder and Principal Consultant, LawyerBrain LLC
Elizabeth Rimmer – CEO, LawCare
Sam Jardine – Partner, Fieldfisher
Emma Danks – Partner, Taylor Wessing
Matt Fairclough – Partner, Clifford Chance
Will Normand – Partner, Travers Smith
Stuart Woollard – Co-Founder, Maturity Institute
David Johnson – Director of Client Services, Chambers and Partners
Harry Clark – Associate, Mishcon de Reya LLP
Andrew Cheung – General Counsel, Pinsent Masons
Sadie Restorick – Co-Founder, Wellity

Over the course of these two programs, through a dynamic mix of keynotes, panel discussions, and expert led workshops our faculties will cover a wide range of topics from the state of wellbeing, to overcoming systemic burnout, leadership and cultural shifts to wellbeing Initiatives from design to implementation, leveraging data and AI, the ROI of wellbeing, breaking down stigmas and so much more.

Inside Practice invites legal professionals, firm leaders, and wellbeing advocates to be part of these transformative events. Whether you’re interested in attending, speaking, or partnering with us, these events offer an unparalleled opportunity to engage with leading voices and actionable strategies for advancing wellbeing across the profession.

For more details, visit www.insidepractice.com or contact us at contact@insidepractice.com

For more information on our previous: Legal Wellbeing 2024

AI x KM: The Future of Knowledge Management

Tue, 18 Feb 2025 01:47:09 GMT

Today’s law firm knowledge teams are shifting from pure practice support to strategic drivers of profitability and efficiency. With AI becoming embedded in operations, KM and Innovation functions stand at the forefront of transformational change in the legal profession.

New York, NY – April 29, 2025 — Inside Practice is excited to announce the second annual AI x KM: The Next Frontier in Legal Knowledge Management , a full day program exploring how artificial intelligence is reshaping knowledge management, innovation, and efficiency across the legal profession.

Why AI x KM Matters

Today’s law firms face the challenge of navigating an era where artificial intelligence and data-driven decision-making have become integral to staying competitive. As part of Inside Practice’s 2025 Agenda, AI x KM taking place on April 29th at the New York offices of our host Paul Hastings, will bring together thought leaders, technologists, knowledge managers, and innovation champions to discuss the practical ways AI is transforming knowledge management into a strategic driver of profitability, client value, and organizational growth.

Key Themes & Highlights

The Future of KM – Evolving KM from a back-office support role to a strategic enabler of profitability and business transformation
AI and Organizational Change – Navigating cultural and structural shifts as AI experimentation challenges traditional hierarchies and decision-making in firms
The Future of Legal Search – Moving beyond keyword queries to intelligent, AI-driven search that proactively delivers insights within attorney workflows
AI Agents & Human-Machine Collaboration – Exploring how AI “copilots” are becoming active collaborators in knowledge workflows, augmenting KM teams and automating insights
Redefining the KM–IT Relationship – Aligning knowledge and IT teams to manage tool proliferation, pilot fatigue, and AI governance while pursuing firm-wide innovation goals
KM’s Role in Business Transformation – Leveraging KM for data-driven decision-making in pricing, profitability analysis, and client intelligence, to drive the business of law
Preparing the AI-Ready Lawyer – Integrating knowledge strategy with training and professional development to prepare the next generation of attorneys for an AI-enabled future

Who Should Attend

Whether you are a Knowledge Management leader, an innovation executive, or an IT professional in a law firm, AI x KM will offer practical, peer-driven insights to help you lead your firm through the next wave of technological disruption. This event also welcomes legal technologists, practicing attorneys, and anyone with a vested interest in the future of AI-driven practice innovation.

Featured Speakers & Sessions

AI x KM will bring together a mix of rising stars and established leaders in legal knowledge, innovation, and AI, providing a platform for candid conversations, peer learning, and practical insights. Join your peers, as we collectively share, discuss, and debate how AI is reshaping KM, and what’s next for those leading this transformation.

Register Today

Don’t miss this opportunity to stay ahead of the curve and help shape the future of legal knowledge management. AI x KM takes place on April 29, 2025, in New York City . Space is limited, and early registration is highly encouraged.

Super Early-Bird Discount: Register before February 28 and save $300.

For more information: contact@insidepractice.com

Register now: www.insidepractice.com /ai-x-km

Legal ESG London: Rethinking ESG Across Today’s Legal Profession

Wed, 05 Feb 2025 12:15:15 GMT

The legal profession faces a pivotal moment as shifting ESG priorities redefine the global business landscape.

LONDON – As ESG (Environmental, Social, and Governance) considerations redefine global business practices, the 3rd Annual Legal ESG: London , taking place on 8-9 July 2025 , will bring together legal professionals, corporate leaders, and ESG experts to address the most pressing regulatory, strategic, and operational challenges in ESG law and practice.

Hosted by Addleshaw Goddard , this two-day forum will explore how law firms must navigate evolving ESG regulations, mitigate litigation risks, and operationalize sustainability commitments to meet the demands of clients, investors, and regulators.

Risk / Responsibility / Resilience / Recognition - Rethinking ESG Across Today’s Legal Profession

Lawyers are no longer just ESG compliance advisors – they are strategic partners in sustainable business transformation, risk management, and ethical governance . Legal ESG: London 2025 will provide the essential insights, strategies, and networks to help law firms and in-house legal teams stay ahead of emerging ESG challenges and opportunities .

The conference will focus on two critical dimensions:

Day 1 – ESG Advisory: Helping clients navigate regulatory intricacies, manage risks, and implement sustainable strategies.
Day 2 – ESG in Practice: Addressing how law firms must integrate ESG into their own governance, culture, and operations.

Key Themes for 2025:

Navigating the Acceleration of Evolving ESG Regulations: How firms can proactively comply with the EU’s CSRD, ISSB standards, and shifting U.S. ESG mandates while managing the risks of global regulatory divergence.
Rising ESG Litigation Risks: Addressing the surge in greenwashing claims, fiduciary duty breaches, and climate litigation to protect clients and firms from legal exposure.
From Pledges to Measurable Action: Moving beyond commitments to demonstrating tangible ESG impact through data-driven compliance and reporting.
The Intersection of ESG, DEI, and Workforce Sustainability: How firms can balance DEI commitments with evolving political and regulatory pressures.
Leveraging AI and ESG Tech for Compliance and Strategy: How data analytics, AI-driven audits, and blockchain are transforming ESG governance.

Announcing the Legal ESG: Awards UK 2025

The Legal ESG: Awards UK returns in 2025 to recognize the trailblazers in ESG across law firms, in-house legal teams, and legal-industry collaborations, nominee submissions open18th February 2025. As ESG becomes integral to legal strategy and business leadership, the Legal ESG Awards celebrate excellence, innovation, and leadership across a range of law firm, In-house, and leadership categories.

Registration & Key Deadlines

Super Early Bird Discount: Register by 4th April 2025 and save £500.
Nominee Submissions for Legal ESG Awards UK: Open 18th February 2025.
Conference Dates: 8th-9th July 2025, Hosted by Addleshaw Goddard, London

Join us at Legal ESG: London 2025 as we shape the future of ESG in the legal profession.

For more information: contact@insidepractice.com

Register now: www.insidepractice.com/legal-esg-london

LEGAL ESG: AWARDS / UK

Tue, 04 Feb 2025 13:19:29 GMT

Legal ESG x Inside Practice Announces Categories and Deadlines for the Legal ESG: Awards / UK 2025

We are excited to announce the categories and deadlines for the Legal ESG Awards UK 2025!

Against the backdrop of an increasingly complex world, where legal professionals are at the forefront of addressing critical ESG challenges, the Legal ESG: Awards / UK celebrates outstanding achievements across a comprehensive range of categories. This year's expanded award structure reflects the evolving nature of ESG in the legal sector and recognizes excellence in multiple dimensions: Law firms are honored for their client service, internal operations, impactful initiatives, and employee engagement in ESG practices.

DEADLINES

18 FEBRUARY - NOMINEE SUBMISSION OPENS
18 APRIL - NOMINEE SUBMISSION DEADLINE
29 APRIL - FIRST ROUND JUDGING
01 MAY - FINALISTS ANNOUNCED
16 MAY - SECOND ROUND JUDGING
09 JULY - AWARDS DINNER

LAW FIRM CATEGORIES

Law Firm ESG Practice / Client Service
Law Firm ESG Internal Operations
Law Firm ESG Single Initiative
Law Firm ESG Employee Engagement
Outstanding Law Firm ESG Leader

IN-HOUSE CATEGORIES

In-house Legal Department ESG Program
In-house Legal Department ESG Single Initiative
In-house Legal Department Employee Engagement
Outstanding In-House ESG Leader Award

PARTNERSHIP / COLLABORATION CATEGORIES

Law Firm / Client ESG Collaboration Award

OVERALL AWARD CATEGORIES

Paul Watchman Young Lawyer of the Year Award
Lifetime Achievement Award

For more information on the awards, the nomination process and how you can be a part of the Legal ESG Awards , or Legal ESG London please contact us: contact@insideractice.com

The TL;DL (To Long; Didn’t Listen) Thought Leadership Podcast for the Legal Profession

Mon, 27 Jan 2025 18:18:56 GMT

Inside Practice is excited to announce the launch of Legal / Redesign , the TL;DL (Too Long; Didn’t Listen) thought-leadership podcast.

Crafted for those navigating the rapidly evolving legal ecosystem, Legal / Redesign distills the essentials of today’s and tomorrow’s legal thought leadership into concise, insightful episodes. Each 6-minute’ish episode is a TL;DL (Too Long; Didn’t Listen) podcast, delivering what matters most in the future of law without the time commitment of traditional long-form content.

Why Tune In?

The Legal / Redesign podcast offers:

Concise Insights: Straight-to-the-point analysis that cuts through the noise.
Quick-Fire Questions: Essential takeaways from industry experts without delay.
Cutting-Edge Topics: From digital transformation to emerging technologies, workforce shifts, and beyond.

Each episode provides a snapshot of the pivotal trends, transformations, and innovations redefining the legal profession—making it a must-listen for anyone seeking actionable insights and intelligence in today’s fast-changing legal landscape.

Latest Episode: Human Dynamics, AI, & Resistance to Change

In the premiere episode, host Kevin Klein sits down with Jordan Furlong , Principal at Law21, to explore one of the legal profession's most pressing questions:

Amidst the buzz around AI and emerging technologies, how can legal leaders help their teams navigate resistance to change while ensuring they thrive in a rapidly shifting landscape?

This insightful conversation uncovers the human dynamics behind AI adoption, the steps law firms can take to prepare their teams for disruption, and why successful integration depends on people—not just tools.

Launching in 2025

Whether you’re a law firm leader, legal technologist, innovator or simply curious about the future of the profession, Legal / Redesign offers a fresh, engaging way to stay informed.

Episode One is now live!

Speaker Profile: Jordan Furlong

Thu, 16 Jan 2025 17:00:04 GMT

Jordan Furlong is a strategic consultant, adviser, and legal market analyst who studies the impact of the changing legal world on law firms and legal organizations.

Jordan advises legal leaders on business model innovation, professional development, and the impact of Generative AI, among many other issues. A renowned keynote speaker, Jordan has addressed thousands of lawyers and legal professionals at dozens of conferences and retreats, remotely and in-person, in North America, Europe, South America, and Australia over the past 15 years.

FEATURED THOUGHT LEADERSHIP

The race against time to reinvent lawyers

Our legal education and licensing systems produce one kind of lawyer. The legal market of the near future will need another kind. If we can't close this gap fast, we'll have a very serious problem.

The Generations War comes to the law firm

It's not about who's right, Boomers or Millennials. It's about the most profound change to the fabric of the legal profession in 40 years, and how we're going to get through it.

Building the lawyer of the future

We're running out of time to identify the functions and design the competencies of the post-AI legal profession. Here's my latest "Future Lawyer Starter Kit." Tell me what you think.

LATEST EPISODE

Human Dynamics, AI, & Resistance to Change

G UEST

Jordan Furlong

Principal

Law21

In this episode of the Legal Redesign podcast, host Kevin Klein sits down with Jordan Furlong to discuss why, amidst the buzz around AI and emerging technologies, the real challenge lies in how people—not just tools—adapt, integrate, and thrive, whether law firms are doing enough to prepare their teams for rapid shifts, and how leaders can navigate resistance to change as the pace of AI adoption accelerates.

The rise of Generative AI in the legal sector marks the beginning of a profound transformation, reshaping not only workflows but the very essence of what it means to be a lawyer. In this keynote, renowned legal thought leader Jordan Furlong will delve into the “AI Dividend”—the significant time freed up as AI takes on routine tasks—posing a critical question to the profession: How will lawyers use this newfound opportunity?

Furlong will outline three fundamental shifts set to redefine the legal landscape: the emergence of new activities and essential competencies, the potential for lawyers to reinvest their AI Dividend into higher-value pursuits, and an evolving mandate for legal professionals to serve as proactive guardians of justice and the rule of law. Attendees will gain forward-looking insights into how AI’s efficiencies can unlock new paths for personal growth, client relationships, and industry innovation.

This keynote will inspire legal professionals to reimagine their purpose—embracing a future where their highest value lies not in hours billed, but in their ability to lead, adapt, and advocate in an AI-enhanced world.

OVERVIEW

SESSION SPOTLIGHT

Accelerated Evolution:

How AI Will Reshape the Role, Purpose, and Potential of Lawyers

Navigating human dynamics in the age of AI – from talent and team building to change management, tech adoption, adaptation, and the complexities of integrating emerging tools with the workflows and workforce of the future

EARLY BIRD

Confirm your place by February 7th and save $200

Greenwashing in the Global Market: Legal Challenges and Solutions

Tue, 14 Jan 2025 13:56:09 GMT

Join Stephenson Harwood LLP, TozziniFreire Advogados, LALIVE, and Miller & Chevalier for an in-depth discussion examining different jurisdictional approaches to greenwashing.

Webinar: Greenwashing in the Global Market: Legal Challenges and Solutions

Thursday 23 January 2025 - 2:00pm to 3:00pm GMT / 3:00pm to 4:00pm

CET / 11:00am to 12:00pm BRT / 9:00am to 10:00am EST

Taking place via Zoom on 23rd January 2025, Stephenson Harwood LLP, TozziniFreire Advogados, LALIVE, and Miller & Chevalier are hosting a virtual panel discussion examining different jurisdictional approaches to greenwashing, which will take place via Zoom on 23 January 2025.

The panel will discuss:

Varying jurisdictional approaches to greenwashing
Whether greenwashing is a major litigation risk and what we can learn from recent cases
Insights into best anti-greenwashing practices
How greenwashing risk and mitigation strategies are likely to evolve in the next few years

Confirm your place here

If you have a colleague who would like to attend, please feel free to share this invitation.

MODERATOR / PANEL

Inside Practice's 2025 Agenda – Part 1

daniel@cerberas.com (Daniel Smallwood) — Tue, 10 Dec 2024 15:55:23 GMT

2024 is winding down, but as always, our eyes are on the horizon.

While we pause to reflect on this year's incredible journey, our team is already deeply engaged in shaping 2025.

The legal profession is navigating an inflection point. The convergence of technological innovation, evolving global sustainability imperatives, and shifting client and workforce expectations are accelerating transformative disruption. These challenges and opportunities will demand a recalibration of how law is practiced, taught, and led.

I'm excited to share a preview of what's ahead in the first half of 2025.

March: Leading with Talent and ESG

We hit the ground running in March with The Human Side of Legal Tech: Teams, Talent, and Change Management , hosted by Chapman , where we will rethink leadership and talent strategies amid rapid change in an emerging AI-driven world environment. We then go online for Legal ESG: Latin America , which offers a unique lens to examine the regional ESG challenges and opportunities across South America.

April: Governance, Data, and Innovation

We start April in London, tackling the complexities of ESG reporting with ESG Data, Reporting, & Disclosures: London , quickly followed by Law Firm Data Strategy & Modernization: London , which explores how firms are transforming their data practices into a competitive advantage.

We close the month in New York at our AI x KM forum, addressing how KM professionals and Innovation teams are transforming into architects of AI integration, curators of advanced knowledge systems, and guardians of ethical AI usage—while in London (on the same day) addressing compliance, regulatory risk, and misinformation at Greenwashing: London.

May: Canada, Wellbeing, and Economic Resilience

In May, we focus inward, addressing the wellbeing of legal professionals and the economic strategies that sustain their work.

This busy month starts with the unique ESG challenges and opportunities within the Canadian legal profession at Legal: ESG Toronto , hosted by Gowling WLG.

Following our 2024 London program, Legal Wellbeing: New York will provide strategic approaches to fostering workplaces where resilience, health, and performance go hand in hand.

Legal Economics will explore the future of billing, compensation, and profitability, providing practical strategies for firms to thrive in a shifting economic landscape.

We close out May with The Future of Litigation Management which will examine how AI is changing every aspect of litigation, from discovery to trial strategy.

June: ESG Leadership

The year's first half culminates in June with a return to London for our 3rd Annual Legal ESG: London . Over two days, Legal ESG: London and the Legal ESG: Awards / UK will redefine the role of lawyers, their firms, and their clients in advancing sustainable and responsible legal practices.

In Part 2, I'll share what's in store for the second half of 2025.

Until then, for more information: www.insidepractice.com

Inside Practice 2025: Invitation to Collaborate

Do you have an interesting story to present?
A case study to share? Or would like to be a part of one of the panels?
Would you like to host one of our events?
Do you need more information on how you can partner with Inside Practice?

Let us know and complete our 2025 Invitation to Collaborate

Legal ESG Awards 2025

Mon, 28 Oct 2024 13:45:50 GMT

In an era where Environmental, Social, and Governance (ESG) considerations have become integral to the global legal landscape, the Legal ESG: Awards / UK continues to set the benchmark for excellence in the profession. These awards stand as a powerful testament to the transformative role of law in driving sustainable and ethical business practices.

Against the backdrop of an increasingly complex world, where legal professionals are at the forefront of addressing critical ESG challenges, the Legal ESG: Awards / UK celebrates outstanding achievements across a comprehensive range of categories. This year's expanded award structure reflects the evolving nature of ESG in the legal sector and recognizes excellence in multiple dimensions: Law firms are honored for their client service, internal operations, impactful initiatives, and employee engagement in ESG practices.

The awards also spotlight outstanding individual leadership within firms. Similarly, in-house legal departments are recognized for their ESG programs, innovative initiatives, and efforts to engage employees in sustainability practices. The awards also celebrate exceptional in-house ESG leaders who drive change from within their organizations.

LAW FIRM CATEGORIES

Law Firm ESG Practice / Client Service
Law Firm ESG Internal Operations
Law Firm ESG Single Initiative
Law Firm ESG Employee Engagement
Outstanding Law Firm ESG Leader

IN-HOUSE CATEGORIES

In-house Legal Department ESG Program
In-house Legal Department ESG Single Initiative
In-house Legal Department Employee Engagement
Outstanding In-House ESG Leader Award

PARTNERSHIP / COLLABORATION CATEGORIES

Law Firm / Client ESG Collaboration Award

OVERALL AWARD CATEGORIES

Paul Watchman Young Lawyer of the Year Award
Lifetime Achievement Award

A new category this year highlights the crucial importance of collaboration, recognizing outstanding partnerships between law firms and clients in advancing ESG goals. This addition underscores the collective effort required to address global sustainability challenges.

The Paul Watchman Young Lawyer of the Year Award continues to nurture emerging talent, while the Lifetime Achievement Award honors those who have dedicated their careers to advancing ESG principles in the legal profession.

By showcasing excellence across these diverse categories, the Legal ESG: Awards / UK serves a dual purpose. It not only acknowledges current achievements but also inspires future innovation and leadership in the field. As we celebrate these accomplishments, we reflect on the legal profession's pivotal role in fostering ethical business practices, driving positive change, and contributing to a more sustainable and equitable society.

The Legal ESG: Awards / UK stands as a powerful reminder of the impact legal professionals can have in shaping a responsible and sustainable business world. It challenges the legal community to continue pushing boundaries, innovating, and leading the way towards a future where ESG principles are fundamental to legal practice and business operations.

For more information on the awards, the nomination process and how you can be a part of the Legal ESG Awards, please contact us: contact@insideractice.com

Recipients of the inaugural Legal ESG Awards / UK

The Finalists for the Legal ESG: Awards / UK 2024

Inside Practice Insights

AI is accelerating. The question is whether your knowledge can keep up?

That question sits at the center of AI x KM , a one-day, in-person program taking place at the SUNY Global Center in New York City on April 29, 2026.

The event brings together Chief Knowledge Officers, innovation leaders, technology executives, and partners to address what may be the most consequential infrastructure challenge facing law firms today: building the knowledge backbone that AI depends on.

The Details

From Reporting to Operating Infrastructure: What Inside Legal Data London Confirmed About the Modern Firm

Inside Legal Data: London confirmed a clear market inflection point.

The Redesign Imperative: Who Will Rebuild the Law Firm Before the Market Does?

March 2026 was the month legal AI stopped being optional and became operating infrastructure.

Coming Soon:

1. Core Industry Reports & Data

2. Major Industry Event Coverage

3. Law Firm Deployments & Case Studies

4. Vendor Platforms & Product Announcements

5. Capital Markets & Investment Activity

6. Legal Risk, Courts & AI Governance

7. Policy & Global Regulation

8. Market Analysis & Commentary

Canadian Data Sovereignty Isn’t Abstract Anymore: KM, Cross-Border Risk, & Legal Realities

Inside Legal Data: The Operating System of the Modern Firm

Inside Legal Data: London (Apr 9, 2026) leans into that reality with a full-day agenda that connects the dots: institutional intelligence, architecture, governance, AI readiness, and the commercial outcomes leaders actually care about.

The agenda themes that matter most

Key details at a glance

When AI isn’t the bottleneck, knowledge is

The conversations to watch

Key details at a glance

How do firms build cultures that sustain high performance without burning people out?

From Experiment to Infrastructure: Why Legal AI’s Next Crisis Isn’t Capability, It’s Control

Inside Legal AI Brief: 01/16/26

For the past two years, the legal industry has treated AI the way a toddler treats a marker: with wide-eyed wonder, frantic enthusiasm, and absolutely no plan for what happens when it ends up on the walls.

The Inflection Point We’re Already Past

The End of AI Euphoria and the Rise of Scrutiny

Governance Is Rising, but Fragmenting

The Quiet Risk: Reliability and Security

Workforce Redesign Is Beginning - Without a Map

The Core Insight: Capability Is No Longer the Constraint

The Leadership Paradox at the Heart of Legal Wellbeing

Why Accountability Requires Letting Go of “Control”

One Question: How do we Build Legal AI that can be Trusted?

Knowledge discipline and architectural control now matter more than models.

Why “adding retrieval” hasn’t delivered reliability

When AI stops answering questions and starts taking action

The uncomfortable middle ground firms are now in

Why these conversations matter now

Geopolitics & ESG: The Convergence That Will Define Corporate Risk in the Decade Ahead

The ESG Reset: Why Legal Is Now in the Driver's Seat

Beyond the Hype - Why the Discussions at Legal AI: New York Are Mission-Critical for Your Firm

Three Lenses on the Future of the Legal Profession

Legal ESG: London Highlights

Legal ESG: London 2025 — Key Highlights from the Premier ESG Legal Conference

Some Key Highlights From the Day

Bennett Freeman on Trump 2.0 and the Rule of Law

Keynote Spotlight: Beyond Compliance – Why Trust is ESG’s Real Currency

View Our Highlights Video Below

Our Upcoming ESG Events

Legal AI: London 2025: Real Use Cases, Real Impact

Panel: AI Investment, Pricing & Proving Value

Martin Hasler on People-First AI Adoption

Panel: KM Beyond Folders

Why Attend?

A Brand New Webinar to Challenge Wellbeing Stigma in Law

Breaking the Silence: Tackling Mental Health Stigma in the Legal Industry

Why Mental Health Matters in Law

What You'll Learn

Meet Our Speakers

�� Claire Williamson – Director, Leading Minds Global:

�� Fiona Fleming – Head of Equity, Diversity & Inclusion, Farrer & Co

�� Paddy Linighan – Chief Sustainability Officer, Clyde & Co

�� Renee Branson – Founder & CEO, RB Consulting

Who Should Attend?

Setting the Scene: Legal AI in the UK

Generative AI once sat on the edges of legal practice—intriguing, but optional.

Enter Legal AI London 2025

Market Shifts You’ll Decode

Decide Which Side of the Curve You’re On

Legal ESG Award Recipients Announced

Lawyer Burnout: Protecting Your Energy & Career with Anne-Marie

Unlocking the Potential of Legal Teams Through Wellbeing and Effective Leadership

In this episode we sit down with Elizabeth Rimmer, CEO at LawCare and a passionate advocate for mental health in the legal profession.

Culture Over Gimmicks: Building Sustainable Mental Health in Law Firms | Wellbeing in Law

Setting the Scene: Legal AI in the UK

Generative AI once sat on the edges of legal practice—intriguing, but optional. 

Enter Legal AI London 2025