I was pleased to be interviewed recently by Michelle Crawford, Founder of Being More Human, for their webinar, “The Law Firm of the Future,” which was presented in Newcastle, Australia, on June 24, 2025.

Here’s a summary of my interview with Michelle. I shared my views on the future of law firms, AI and the leadership qualities that will define success over the next decade.

Breaking Free from the Pyramid

When Michelle asked me what the law firm of the future means to me, I told her we need to move beyond the traditional pyramid structure we’ve relied on for decades. That model, where equity partners sit at the top, supported by layers of associates and staff, has worked for a long time. But it’s not built for what’s coming next.

With AI and other technologies transforming how legal work gets done, I see firms shifting toward a flatter, platform-based structure. This will be a more client-centered, collaborative structure, with success measured by outcomes and value created, not just time. We won’t need as many associates performing repetitive tasks, and we’ll start integrating professionals from outside traditional legal roles, such as legal engineers and data analysts.

Equity partners will still play a vital role, but the real value will come from how well we can deliver outcomes through innovative systems and multidisciplinary collaboration. Power dynamics within firms will shift, too. Influence won’t just come from seniority or book of business; it will come from how well you can contribute to a team that’s built for speed and client value.

The Most Critical Changes Firms Must Make

When I look at how law firms currently operate, I see two changes that can’t wait any longer.

First, we need to move away from time-based billing. As we adopt AI and become more efficient, relying solely on billable hours starts to work against us. If we’re doing things faster but still charging by the hour, we’re shrinking our revenue. That’s why I encourage firms to take value-based pricing seriously; pricing based on the outcome or the value to the client, rather than the time spent.

The second adjustment is building real support for AI implementation. This isn’t something lawyers can do alone. We need legal engineers and operational professionals who understand how to integrate technology in a way that delivers genuine value. Efficiency on its own isn’t enough; we must connect it to pricing and the client experience.

Starting the AI Journey Right

I always tell firms to start with their workflows, not with tools. Before investing in AI or diving into platforms like ChatGPT, map out your processes. Where are the inefficiencies? Where are you duplicating effort or overcomplicating tasks?

Sometimes the answer isn’t to automate, it’s to eliminate or redesign. If a workflow is broken, automating it makes you faster at doing the wrong thing. Once you’ve rethought your processes, you can explore tools that help you do things more efficiently and effectively.

It’s also critical to set policies around AI use. These technologies are advancing rapidly, and you must manage issues like hallucinations and data security. A recent Thomson Reuters survey showed that regular AI usage among lawyers doubled in a year, from 20% to 40%. This is moving fast. If you haven’t started, the best time is now.

Culture and Talent: The Human Side of Transformation

Culturally, firms need to rethink their leadership style in this new platform structure. You’re bringing in a broader mix of multidisciplinary professionals, and need leaders who know how to work collaboratively and lead diverse teams.

That means making space for empathy and inclusive leadership. Emotional intelligence is going to become more critical than ever. AI can handle a significant amount of legal grunt work, but it cannot replace the client relationship and business development functions. That’s where people will shine.

Job descriptions will also change dramatically. Team members won’t just be “partners,” “lawyers,” or “staff.” They’ll be contributors in a flexible, tech-enabled system. And firms that adapt their culture to that reality will attract the best talent.

My Bold Prediction for 2035

By 2035, we may no longer refer to them as law firms. We’ll be seeing global platforms that bring together lawyers and multidisciplinary professionals under one roof. Midsized firms will get squeezed as their clients accelerate the adoption of AI for in-house legal work. Smaller firms that supercharge their lawyers using AI will be a force to be reckoned with.

And I hope we retire the term “non-lawyer.” Everyone who contributes to client outcomes, whether they’re a lawyer or not, deserves equal recognition and opportunity. We shouldn’t define people by what they aren’t.

We’ll also see changes in ownership models. In some parts of the world, such as the UK, non-lawyer ownership and multidisciplinary practices are already well-established. That change is happening slower in North America, but it’s coming, and AI is accelerating it.

I believe firms will become increasingly integrated, with fewer silos and a greater focus on collaboration across disciplines. That’s how we’ll deliver high-value services and meet our clients’ evolving needs.

The future belongs to firms that can adapt quickly and focus on delivering value to clients. The transformation is already underway; the question is whether your firm will lead it or be left behind.