Law firms across the industry are investing heavily in AI; depending on where they are in their AI journey, many are forming committees, updating internal policies, and deploying tools. Yet when legal professionals are asked whether these initiatives are driving meaningful change, the answer is often met with a measured hesitation.
This gap between action and impact is not due to a lack of interest or effort. In fact, many firms have leaned into AI with the best of intentions. But in a landscape that’s evolving by the day, even well-resourced efforts can fall short if they remain siloed or tactical.
At Harbor, we’ve worked with firms of all sizes and maturity levels as they navigate the AI journey. Through this work, we’ve seen three common—and understandable—approaches emerge. While each offers real strengths, they also highlight where deeper integration may be needed.
Three Typical AI Starting Points
1. The Technology-First Strategy
Firms drawn to this approach are often responding to strong top-down interest or vendor innovation. With a mandate to “find ways to use AI,” they experiment rapidly – piloting tools, testing platforms, and staying open to what’s possible. This exploratory mindset is valuable, especially in the early days of understanding a fast-moving technology. The challenge, however, is that experimentation can outpace alignment. Without a clear connection to business priorities, some efforts struggle to gain traction or scale impact.
2. The Committee-First Strategy
Many firms begin their AI planning by forming cross-functional working groups—a logical move for organizations that excel in collaborative innovation. These committees bring together diverse perspectives, helping surface both opportunities and risks. But without a clear charter or decision-making authority, these groups can become more deliberative than directive. Progress may stall if it’s unclear who owns execution or how initiatives are prioritized.
3. The Governance-First Strategy
Some organizations start with risk. They approach AI with a focus on policy, compliance, and guardrails—ensuring responsible use from the outset. This caution is wise, particularly in a field as sensitive as legal. But if governance becomes the entire strategy, innovation can take a back seat. It’s not about moving fast and breaking things—it’s about balancing oversight with momentum.
Toward a More Unified AI Strategy
None of these approaches are wrong. Each reflects the realities firms face today: pressure to move, need to be responsible, and desire to collaborate. But AI’s potential won’t be realized through any single lens. The real opportunity lies in integration.
AI isn’t just another tech implementation. It touches workflows, staffing models, client experience, and firm economics. A unified strategy must ask not just what tools are being deployed, but why, how, and to what end.
At Harbor, we use a maturity framework built around six core dimensions to help firms assess their progress:
- Vision and Alignment: Is there a shared understanding of AI’s purpose and priorities?
- Use Case Prioritization: Are you selecting initiatives based on business impact?
- Governance and Ownership: Who decides, and how are decisions made?
- Training and Enablement: Do your professionals feel equipped to apply AI meaningfully?
- Technology and Data Integration: Are your systems ready to support AI at scale?
- Measurement and ROI: Are you tracking outcomes that matter to your firm and your clients?
A Conversation That’s Just Beginning
As AI matures, firms will need to rethink how they deliver value—not just more efficiently, but differently. That means engaging clients in new conversations, experimenting thoughtfully, and aligning innovation with long-term strategy.
There’s no one-size-fits-all answer, and that’s okay. What matters is asking the right questions—and being willing to evolve your approach over time.
If you’re ready to explore these questions more deeply, join us at ILTACON. Sean Monahan will be presenting “Actionable AI Strategy & Policy” on Wednesday, Aug. 13 at 2 p.m. We’ll share what we’re learning, hear how others are adapting, and keep pushing this conversation forward—together.
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