From resistance to results: Mastering change management for AI adoption

Mike Raposa, Chief Revenue Officer at Williams Lea, shares how law firms can navigate AI adoption and leverage technological transformation to accelerate growth and success.

We live in a time where artificial intelligence is not just emerging, it’s already arrived. Law firm leaders are no longer asking whether to adopt AI, but how to implement it strategically without losing their competitive edge. As a strategic transformation partner for law firms, we’ve witnessed firms embrace AI transformation brilliantly and stumble spectacularly. The difference isn’t just in the technology; it’s in the approach to change itself.

The AI paradox: Widespread adoption, unclear returns

Here’s what should keep every law firm leader awake at night: 90% of firms are actively engaging with generative AI technology, yet only 37% expect cost savings while 50% anticipate increased costs, according to Williams Lea’s recent survey on law firm support services. This striking contradiction reveals a profound truth about the industry’s current AI journey: We’re racing toward implementation and short-term gains without clarity on long-term value creation.

The legal industry is experiencing what can only be described as an AI gold rush. Seventy-five percent (75%) of firms have already established AI governance policies, and 88% are planning to increase technology investments. But unlike previous technology waves, this transformation is happening at unprecedented speed, creating both extraordinary opportunities and significant risks for firms that fail to manage change effectively.

Beyond partner resistance: The real challenge

The data from our survey tell a familiar yet urgent story: 59% of firms cite change management and internal resistance as their biggest AI implementation challenge—outranking cost concerns, data quality issues, and technical expertise gaps. This isn’t surprising when we consider that 38% of firms say their partners’ resistance to change is a key challenge in managing support functions generally.

But here’s the critical insight: The firms succeeding with AI aren’t just overcoming resistance, they’re reframing the conversation entirely. Instead of positioning AI as a replacement for human expertise, leading firms are demonstrating how AI amplifies what lawyers do best, including strategic thinking, client relationships, and complex problem-solving.

Strategic AI implementation: Where to start

The most successful firms are taking a surgical approach to AI adoption, focusing on high-volume, routine processes where impact is immediate and measurable. The priority areas emerging from our research reveal a clear pattern:

• Document processing and proofreading: 64% of firms targeting this area
• Legal research: 80% implementation focus
• Administrative and secretarial support: 54% planning integration
• Contract management: 32% targeting this function

This strategic focus makes sense, as these are areas where AI can deliver quick wins while allowing legal professionals to concentrate on higher-value, billable work.

The transformation imperative

What’s driving this urgency? Client expectations are evolving rapidly. Managing AI expectations has become the top client pressure at 53% of firms, while clients’ cybersecurity and data protection demands affect 54% of firms. Clients aren’t just asking whether law firms use AI, they’re demanding proof of how AI enhances service delivery, reduces costs, and improves outcomes.

Meanwhile, 43% of firms identify technology adoption as their key operational challenge, followed closely by 39% focusing on automation and digitization of legal support. The message is clear: firms that fail to modernize risk losing both talent and clients to more technologically sophisticated competitors.

The change management blueprint

Successful AI adoption requires more than downloading software; it demands a fundamental shift in how firms approach change. Based on our experience partnering with many leading law firms to drive transformation, here are the essential elements for successful change management:

• Start with culture, not technology: Before implementing any AI solution, address the cultural barriers. Fifty-nine perfect (59%) of firms cite organizational culture resistance as a barrier to strategic initiatives. Create AI champions across all levels, not just among tech-savvy associates.
• Demonstrate value early: Choose initial AI implementations that deliver visible, measurable results quickly. Success breeds acceptance, and early wins create momentum for broader transformation.
• Invest in training and support: 72% of firms are increasing training and development investments. Your AI strategy is only as strong as people’s ability to leverage it effectively.
• Maintain strategic focus: With 63% of firms increasing operational budgets despite economic uncertainty, ensure AI investments align with broader business objectives rather than pursuing technology for its own sake.

The future of law firms

The firms that thrive in the AI era won’t be those with the most advanced technology; they’ll be those that successfully marry human expertise with artificial intelligence capabilities. Seventy-one percent (71%) of firms are already leveraging technology to automate routine processes, fundamentally transforming traditional secretary-to-attorney ratios and operational models.

This transformation extends beyond efficiency gains. AI-enabled firms are discovering new opportunities for client service, developing innovative pricing models, and creating competitive advantages that were unimaginable just five years ago.

The legal industry stands at an inflection point. Technology adoption is seen as a critical challenge for 43% of firms, but this challenge represents both an immediate hurdle and an unprecedented opportunity for innovation. The firms that successfully navigate this transition are discovering new ways to enhance service delivery and create value-added opportunities.

The question isn’t whether your firm will adopt AI, it’s whether you’ll lead the transformation or be forced to follow. In an industry where 69% of firms are boosting marketing and business development spending despite economic uncertainty, the competitive advantage will belong to firms that view AI not as a disruptive threat, but as a powerful tool to build stronger client relationships and deliver superior legal services.

The change agents of today will be tomorrow’s heroes—but only if they approach AI adoption with the same strategic rigor they bring to their most complex legal matters. The time for tentative experimentation is over. The time for strategic AI implementation is now.

For full access to survey insights, download The technology revolution in legal support: Redefining roles and enhancing value in modern law operations.