Solo/Small Firm • April 2025

Generative AI in Legal Practice

Is it time to make the move?

Written by Ruby L. Powers

As an attorney with 16 years in practice, I’ve witnessed the evolution of technology in law firms firsthand. From the advent of digital files to email, each innovation met initial skepticism before becoming indispensable. Today, we stand at another technological crossroad with generative AI, and its significance is as groundbreaking as the early days of email. This is no fleeting trend but a permanent shift that could offer profound opportunities for legal practitioners to increase efficiency, improve client service, and even redefine the business models that shape our profession. As with any new technology, attorneys need to have a sense of how generative AI works, especially when it comes to inaccurate data or exposing confidential client information. For more information regarding ethics and generative AI, see Professional Ethics Committee Opinion 705 on page 310 of this issue of the Texas Bar Journal.

Explore the three stages of AI adoption in legal practice, inspired by Everett Rogers’ innovation-adoption curve, to see how each phase can help lawyers navigate disruption, enhance client service, and future-proof their firms.

The Case for Generative AI in Law: More Than Efficiency
Many attorneys see generative AI as just another automation tool, but its impact goes far beyond routine tasks. Like the early skepticism around email, some still view AI as a luxury rather than a necessity. This mindset overlooks AI’s ability to draft documents, analyze vast amounts of data, streamline operations, reduce costs, and free attorneys for higher-value work.

First-generation AI adoption is already reshaping law firm operations. Marketing automation, SEO-driven content creation, and AI-powered client interactions have become standard. Tools like ChatGPT and Jasper AI enable firms to generate content quickly, while AI-driven research platforms can enhance legal analysis and accuracy.

Texas law firms are using AI to transcribe client interviews, generate social media content, and deploy chatbots for initial client inquiries. These applications improve efficiency but remain within traditional business models. To unlock AI’s full potential, law firms should consider moving beyond automation and rethinking how technology can fundamentally transform legal practice.

The Second Generation of AI Users: Innovating Business Models
AI’s true potential goes beyond automation; it offers a chance to redesign legal services entirely. Second-generation AI adopters recognize that AI isn’t just a tool but a gateway to innovation, transforming both client experience and business models.

Other industries have already undergone similar shifts: Uber redefined transportation, and Netflix revolutionized entertainment. Law firms have the same opportunity. AI-driven client intake, automated case updates, and chatbot-assisted support can streamline operations, allowing attorneys to focus on high-value work rather than routine tasks.

Understanding the Rogers Adoption Curve: Are You an Innovator, Early Adopter, or Laggard?
Law firms, like businesses in any industry, adopt new technology at different stages. Rogers’ innovation-adoption curve categorizes them into innovators, early adopters, early majority, late majority, and laggards.

Innovators are already in the second generation of AI adoption. They aren’t just using AI for efficiency—they’re redefining legal services by exploring new business models, enhancing client experiences, and creating AI-driven service offerings.
Early adopters are actively using AI for automation, content creation, and client engagement. While still operating within traditional business structures, they recognize AI’s potential to expand service offerings and improve efficiency but haven’t fully transitioned to innovative AI-driven models.
Laggards remain resistant to AI, relying on traditional processes and remaining skeptical about AI’s role in legal practice.

Understanding where your firm stands on the AI adoption curve is just the first step—the real value comes from knowing how to move forward. Innovators should continue pushing boundaries by refining AI-driven business models and adopting advanced applications such as AI-powered litigation prediction, predictive analytics for case outcomes, and machine learning-driven legal strategy tools.

For early adopters, the next step is transitioning from basic automation tools to more sophisticated AI applications. This means going beyond simple chatbots and automated content creation to integrating AI-powered contract review, legal research, and predictive analytics that enhance case strategy and decision-making.

Laggards, who may still be hesitant about AI, should start by experimenting with low-risk, high-reward AI tools. Implementing AI-assisted legal research, document automation, and billing optimization can offer immediate efficiency gains without disrupting existing workflows. These firms can also observe competitors and industry leaders to see how AI is being successfully integrated into similar practice areas.

The Call to Action: Preparing for the Future
To stay competitive, you should consider taking a proactive approach to AI and innovation.

Assess your firm’s AI adoption: Determine whether your firm is an innovator, early adopter, or laggard in AI integration.
Leverage AI for efficiency: Automate routine tasks like document drafting, legal research, and marketing to free up time for high-value client work.
Rethink traditional models: Explore new business approaches, such as subscription-based services or AI-assisted legal solutions,
to enhance service delivery and profitability.
Enhance client experience: AI can improve client communication, case updates, and accessibility, making legal services more efficient and client friendly.

These could be the next steps in modernizing your practice, improving efficiency, and positioning your firm for long-term success in the evolving legal landscape.

Generative AI isn’t just a passing trend, it’s a game changer that is redefining the legal industry in Texas and beyond. Law firms that assess their position on the innovation curve and take a strategic approach to AI adoption should be better equipped to enhance client service, develop new business models, and maintain a competitive edge.

scott parks RUBY L. POWERS is the founder of Powers Law Group and is certified in immigration and nationality law by the Texas Board of Legal Specialization. She is the author of the American Immigration Lawyers Association’s book Build and Manage Your Successful Immigration Law Practice (Without Losing Your Mind) and an upcoming book titled Power Up Your Practice: Create the Law Firm and the Life You Deserve. Powers is an adjunct professor and business instructor, a law practice management consultant and coach with Powers Strategy Group, and the founder of the podcast Power Up Your Practice.