I'm currently observing the same reflex in many law firms: Whenever artificial intelligence is mentioned, everything revolves around tools. They test new assistants, refine prompts, or try out the next add-on. But hardly anyone asks the uncomfortable question of where the real problems lie in their processes. Yet this would be precisely the crucial step – because without a solid foundation of clear data structures, reliable processes, and a sense of responsibility, any use of tools remains piecemeal.
In our workshops , we often experience the temptation to jump right into AI. At the same time, it becomes very clear why this strategy is ineffective: When data is scattered across different systems, when responsibilities are unclear, or when cultural reservations exist, AI cannot realize its potential. Data protection issues and governance blockages do the rest. The real bottleneck is therefore rarely the technology itself, but almost always the structures that are supposed to support it.
The solution isn't to test more tools, but to do your own homework. Those who consistently consolidate data, consciously design processes, and place their firm on a common platform have laid the foundation for meaningful use of AI. That's precisely why we're working with a platform strategy based on Microsoft 365, Fabric, and Azure. This creates a unified data space that's not only secure but also flexible—a space where Copilot and other AI services can have a real impact.
To ensure that this effort doesn't go to waste, you need a partner who takes a bird's eye view, recognizes developments early on, and ensures that investments don't lead to dead ends. In our workshops, we repeatedly see law firms investing time and money in the wrong solutions: complex click-through processes for automation that are expensive to maintain; client communication via third-party software that is neither GDPR-compliant nor integrated; isolated task systems that create new data silos and fragment processes. All of this costs a lot, achieves little – and ultimately leads to more complexity instead of clarity. This is precisely where we come in: We help you assess the market, avoid bad decisions, and develop a strategy that doesn't stop at the next tool, but instead sustains the law firm in the long term.
But that's not all. It's about getting employees on board, giving them guidance, and developing a new mindset. Functions change every week, and those who don't learn to deal with these changes openly will quickly fall behind. Managers have a special responsibility here: They must lead the way, work with AI, and demonstrate that these tools are not a threat, but an opportunity.
Especially for skeptical law firms, the first step is often easier than expected. Even with simple use cases, Copilot can deliver small, reliable successes. From there, you can grow, gain experience, and gradually expand to larger scenarios.
Ultimately, it's not the number of tools that determines success, but the depth of the transformation. Those willing to focus on data, processes, and culture will turn AI into a true competitive advantage. Law firms that take this path are discovering that moving away from tool hype and toward a platform strategy isn't a detour—it's the real shortcut.
