Our profession is changing. In 2025, there are now few who would contest that the legal sector, renowned for its tradition and precedent, stands on the verge of disruption.
Law firms, like my own at Simmons & Simmons, have invested heavily in bolstering their artificial intelligence credentials. The two last years have seen an AI arms race among the larger international firms – with each attempting to outdo the other. Anticipated developments in quantum computing will further turbocharge this.
All of this intense competition has meant that, in a relatively short period of time, generative AI is already beginning to reshape how firms operate. One big change as a result, is that the quintessential skills that have long defined a successful lawyer are now also evolving.
It is becoming increasingly clear that in the future, legal expertise alone will no longer be sufficient. The law firm of the near future – perhaps in 10 years’ time – will demand a different skill set; one more diverse, that marries traditional skills with technological prowess – but also, crucially, soft skills and traits – like adaptability, critical thinking and collaboration.
Generative AI tools bring big opportunities for law firms to add more value to their clients. Lawyers, of course, will need to develop a new set of skills which allow them to get the most out of these tools. AI literacy is now emerging as a critical new skill: we’ve already embarked on this at Simmons, with a mass AI upskilling programme across the entire firm required to master our own gen AI tool, ‘Percy’.
Increased familiarity with AI also promises to deliver in other ways. It may lead to greater job satisfaction, as lawyers are able to delegate routine tasks to technology and focus on more complex and fulfilling work. It may offer lawyers greater flexibility – enabling them to work more efficiently and better balance their professional and personal lives. It may also alter workplace dynamics, propelling more younger workers into leadership roles, bringing in more diverse perspectives.
These changes are important, and welcome – but what we shouldn’t forget in this age of sweeping technological change, are the essential human qualities, such as empathy. These traits must go hand-in-hand with the new drive for AI literacy and tech-savviness, sitting at the heart of legal practice.
As AI takes on more routine tasks, freeing up lawyers for more complex endeavours, the ability to understand and connect on a human level could become a lawyer’s distinguishing trait. Having a blend of technical knowledge and emotional intelligence will mean that lawyers can not only navigate complex legal challenges, but also provide compassion and support to those they work for.
This shift will have many implications for law firms themselves, not least their hiring practices. In the near future, firms will increasingly value creativity, technological fluency – along with such soft skills. It will be those law firms that embrace a more diverse talent pool, with a wider set of skills, that will stand to benefit the most.
The challenge for firms of reskilling and future-proofing their workforce is no easy task – but it is essential. We need to build a culture of continuous learning, and equip our lawyers with the truly diverse set of skills needed for a world in which gen AI is ever-present.
Law firms that do so will not only enhance their own standing in what will continue to be a fiercely competitive arena, but also contribute to the advancement of the legal profession as a whole. By embracing the new skills landscape, we can ensure that it is also more just, compassionate and human-centric.
Julian Taylor is a senior partner at Simmons & Simmons
