Iris Coleman
Jun 10, 2026 18:49
Legal teams embracing AI maturity outpace peers by redesigning workflows and integrating tech deeply into operations. Key insights from Harvey webinar.
Legal teams worldwide are moving past initial AI adoption, shifting focus to embedding artificial intelligence deeply into their operations. As highlighted in a recent LegalTechTalk webinar hosted by Harvey, featuring leaders from Kraft Heinz, Ashurst, and others, the concept of “AI maturity” has emerged as a crucial differentiator between firms merely experimenting with technology and those transforming their workflows for sustained impact.
Saideh Ahmadloo, Global Legal Counsel at Kraft Heinz, reframed AI maturity not as a measure of tool adoption but as how well legal work is systematized. “AI maturity reflects the degree to which legal work is structured as a system rather than held together by individuals,” she explained. Mature teams are evolving beyond individual-driven processes to structured systems where AI actively supports decision-making and task orchestration. This shift is less about technology acquisition and more about redesigning workflows at an organizational level.
Uneven Progress Across the Industry
While the legal sector has embraced AI at a remarkable pace—AI adoption among legal professionals more than doubled year-over-year in 2026, according to a March industry report—many organizations find themselves stuck in pilot phases. Tools like Microsoft Copilot and Harvey are widely deployed, but without the governance, training, and strategic alignment to maximize their potential, the technology’s impact often plateaus.
The unevenness of AI maturity within firms is another challenge. Ahmadloo identified three critical layers: foundation (tools, data, processes), control (governance and business alignment), and capability (skills and mindset). Progress in one area without corresponding advances in the others frequently stalls momentum. For example, investing in AI tools yields limited benefits when workflows remain unchanged or when adoption is siloed within specific teams.
Why Some Teams Are Pulling Ahead
Firms that are outpacing their peers share some common practices. Leadership plays a visible role not only by endorsing AI initiatives but by using these tools themselves, signaling their importance to the organization. Teams learn through iterative use rather than relying solely on formal training. Communication is clear and consistent, linking AI adoption to broader business goals. Together, these elements create an environment where AI moves from an experimental phase to a fundamental part of legal operations.
For instance, Kirkland & Ellis, the world’s highest-grossing law firm, recently committed $500 million to developing a proprietary AI platform. This substantial investment is aimed at embedding institutional knowledge into AI systems, allowing the firm to differentiate its client service models and maintain its competitive edge. Similarly, Ashurst has emphasized continuous adaptation of workflows and governance post-deployment, underscoring that AI is not a one-time rollout but a dynamic capability requiring ongoing refinement.
The Future of AI in Legal
As AI reshapes the legal industry, the relationship between in-house legal teams and external counsel is also evolving. More firms are collaborating in shared platforms rather than operating in isolation, enabling earlier, more integrated co-creation of legal solutions. However, this new level of collaboration demands greater transparency and trust—qualities that may take time to build in an industry historically reliant on rigid hierarchies and outputs.
Harvey’s recently launched Transformation Office aims to help firms navigate these transitions by aligning people, processes, and technology. The goal is to guide firms from basic adoption to full operationalization, where AI doesn’t just enhance efficiency at the margins but redefines how legal work is delivered. According to a 2026 market report by Thomson Reuters, firms with visible AI strategies are nearly four times more likely to report positive performance outcomes, underscoring the high stakes of this transition.
Ultimately, AI maturity in legal is less about the latest tools and more about the organizational conditions enabling their use. Firms that rethink workflows, invest in governance, and foster a culture of experimentation stand to gain the most as AI continues to advance.
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