2030's Legal Powerhouses Are Positioning Now
Law firms like Seyfarth Shaw and McDermott are treating AI as business strategy, not efficiency. When firms invest $20M in tech and increase profitability 30%, they're reshaping client value, not just cutting costs.
Bloomberg Law's survey data tells a story I've been watching unfold in real time. Seyfarth Shaw, Baker Botts, and McDermott aren't deploying AI to do the same work faster—they're redesigning what legal work looks like. Ballard Spahr's 30% profitability jump through data analytics shows what happens when you treat technology as a business model shift, not a cost-cutting exercise.
I think we're seeing the legal profession split into two camps. The first group views AI as a better version of spell-check. The second group, which includes firms investing $20M like McDermott did, understands that these tools reshape client relationships entirely. When Lowenstein Sandler structures agreements in minutes instead of days, they're not just saving billable hours—they're creating a different value proposition.
The pattern emerging from the data shows firms building internal data systems their attorneys actually trust, then layering AI tools that amplify legal judgment rather than replacing it. They're giving clients real-time visibility into work progress and outcomes, which changes how legal services get priced and delivered. Most importantly, they're developing proprietary capabilities that competitors can't easily copy.
What strikes me about Seyfarth's observation that AI adoption will become standard practice is how quickly that timeline is accelerating. The firms making these investments now are positioning themselves to capture disproportionate market share as the profession transforms.
Rebecca Kern
