Why the future law firm may need fewer generalists
When was the last time you felt a sense of purpose?
It’s a word that creeps up in conversations at work and in life. Appearing regularly in business plans, leadership decks and documents, and in recruitment campaigns.
But for a law firm, what does ‘purpose’ actually mean and look like?
For many firms, particularly those that have grown across multiple disciplines, sectors and client groups, defining a single purpose can become a tricky equation.
What motivates a private equity team may look and feel very different from that of a charity specialist, clinical negligence lawyer or litigator.
This confusion can lead to a misalignment across teams and is why in our latest episode, our director, Lara Squires, speaks with Jonathan Grigg, Partner and Head of Dispute Resolution at Foot Anstey.
For Jonathan, purpose is something that can’t always be packaged in a neat and tidy document, but something far more real and at times messy. In this conversation, they explore some of the wider questions that many firms are beginning to face. With technology changing the way legal services are delivered, what skills will matter most in the lawyers of tomorrow, and where does purpose sit within the current and future landscape?
Why culture often matters more than purpose
While many firms agonise over trying to define a single overarching purpose, Jonathan believes that culture often gets overlooked.
For larger, multidisciplinary firms, a universal purpose can, over the years, become so diluted that it loses all meaning. What resonates more strongly is often the day-to-day experience of working within the firm.
- How people behave.
- How they treat clients.
- How they support colleagues?
- How decisions are made.
Jonathan argues that culture cannot simply be imposed from the top down, but must be shown in action – discovered, reinforced and demonstrated consistently. A result that is tangible rather than aspirational.
How AI could reshape the law firm structure
Jonathan rejects the idea that AI will replace lawyers, but suggests that it will challenge some of the structures that law firms have relied upon for decades.
Historically, legal work has often moved through layers of supervision. Junior lawyers do the research and preparation, before being reviewed by more senior colleagues and signed off by a partner.
But as AI becomes more capable of gathering information, reviewing documents and producing first drafts, that traditional model may become redundant. Firms may need fewer layers between the initial work and the final decision-maker. That creates opportunities for efficiency, but it also raises important questions about training, supervision and career development.
The firms that gain the greatest value from AI will be those that rethink how expertise is developed, shared and deployed across the business.
Why trust matters more in the age of AI
One of the strongest themes running through the conversation is trust.
- Trust between clients and lawyers.
- Trust between junior and senior colleagues.
- Trust in technology.
Recent examples of AI hallucinations within the legal sector have highlighted the risks of relying too heavily on technology without appropriate oversight. Jonathan is clear that curiosity and experimentation are important, but so is professional judgement, and law firms cannot simply delegate responsibility to technology. Humans are and always will be needed.
The real challenge and opportunity is creating an environment where people feel comfortable and confident using new tools. This means a culture that is open and honest and encourages employees to raise concerns, question outputs and ask for support when something doesn’t look right.
The future lawyer: specialist, generalist or both?
Traditionally, career progression in law firms has favoured well-rounded practitioners with strong technical, client, leadership and commercial skills.
But, Jonathan believes that model will give way to a growing corporate demand for specialists, specifically those who excel in building relationships, mastering technical and emerging technologies, or stand out as exceptional people managers and leaders.
Rather than expecting everyone to be great at everything, firms may begin to build teams around complementary strengths. If that happens, career paths may become more varied and more flexible than they have traditionally been.
The relationship advantage lawyers still hold
Despite the widespread focus on AI, Jonathan emphasises that humans retain a distinct advantage in relationships. Clients still require guidance, reassurance, and difficult conversations – they above all need to feel heard and understood.
This is particularly true in dispute resolution, where legal conflicts are bound up in emotion and uncertainty, complexities that faster technology cannot accelerate. Clients need time and space to process advice; a lawyer’s ultimate value remains human judgement, not just an automated answer.
Key takeaways
Purpose, Resources, Employees and Time – are not exclusive of one another, and this episode highlights how closely those themes are connected.
Technology is transforming not just how work gets done, but how law firms are structured, resourced and developed, creating new challenges and opportunities for individuals and firms.
The ones that thrive over the next decade are unlikely to be those that resist change, but embrace it. They will be the ones that stay curious, invest in their people and recognise that relationships, trust and judgement remain at the heart of professional services.
You can listen to the full episode on our website, YouTube, Spotify or your preferred streaming platform.