Technology
Freshfields is considering separating its in-house AI division into an independent technology company that could attract outside investors. The proposal raises wider questions about how law firms could generate revenue from AI, compete with legal technology providers and change their traditional business models.
Eight US states have sued OpenAI, accusing the company of misleading consumers about ChatGPT’s safety and failing to protect vulnerable users. The cases raise questions about how consumer protection laws apply to AI products and what the legal action could mean for corporate oversight.
Judges are increasingly being asked to make decisions about technologies that did not exist when many legal frameworks were established.
Mobility platforms operate in a world where legal risk appears in real time. Regulations change from city to city.
The legal industry has spent years asking the wrong questions: Which departments have the most AI tools? Which GCs are moving fastest?
When I started out as a dispute resolution lawyer, I worked at leading law firms on high-stakes cases involving everything from safeguarding the human rights of independence fighters to fine art fraud, lifesaving treatments, and superyachts.
Choosing the right managed IT service provider can help law firms strengthen cybersecurity, protect client data, reduce downtime and support legal technology as the practice grows.
Google’s Gemini Enterprise for Legal puts the company deeper into the legal AI market. Its strategy suggests that integration, governance and access to trusted business systems may matter as much as model performance as law firms move AI into daily work.
Goldman Sachs, Morgan Stanley and Citigroup are pressing major law firms to reflect AI-driven productivity in their fees. Their demands could accelerate a wider shift away from hourly billing and change who benefits financially when AI reduces the time needed for legal work.
Cybersecurity is no longer solely an IT concern. As enterprise risk becomes a boardroom priority, legal leaders are playing a greater role in governance, resilience and strategic decision-making. Recent ISG research reflects a broader shift toward integrating cyber risk into business strategy, positioning resilience as a source of long-term competitive advantage.
Harvey’s latest growth figures highlight more than one company’s momentum. They reveal a legal AI market that is becoming increasingly defined by platform architecture, workflow integration and enterprise strategy, as vendors compete to embed AI across the practice of law.
Artificial intelligence is becoming a core capability for corporate legal departments, but successful adoption depends on more than selecting the latest technology. Organizations that define clear objectives, measure ROI and establish robust governance are better positioned to transform legal operations and create lasting business value.
