Industry leaders discuss the transformative power of authentic collaboration and strategic implementation in redefining the attorney-client relationship.
Highlights
- Client demands have evolved from restricting AI usage to seeking measurable improvements and clear implementation.
- Effective AI integration hinges on genuine cooperation between law firms and clients, moving beyond mere superficial gestures.
- Targeted problem-solving through strategic execution fosters natural adoption and unearths valuable, unexpected applications.
In today’s legal landscape, three pivotal changes are underway:
- The nature of collaboration between lawyers and clients
- The metrics for measuring and delivering value
- The role of technology in mitigating risk
The 2026 Strategic Knowledge & Innovation Legal Leaders’ Summit (SKILLS) Showcase highlighted these shifts, demonstrating how AI transcends traditional automation to fundamentally alter the attorney-client dynamic.
Moderated by Laura Safdie, Head of CoCounsel at Thomson Reuters, the discussion featured insights from Blake Rooney, Chief Information Officer at Husch Blackwell; Amy Monahan, Senior Counsel Director at Ford Motor Company; and Emily Colbert, Head of Product for CoCounsel Litigation at Thomson Reuters.
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From Prohibition to Partnership
Creating Collaborative AI Deployment
Meeting Users at Their Point of Need
Building the Future of Legal Collaboration
From Prohibition to Partnership
The attitude of clients towards AI has undergone a significant transformation. Just three years ago, Blake Rooney noted that outside counsel guidelines often forbade AI usage. “There was substantial resistance,” Rooney observed. “Clients frequently requested that AI not be employed in their cases.”
Now, that trend has reversed. “We’re starting to attract work from other firms,” Rooney reported. “Clients are demanding transparency and proof of AI’s impact.”
Amy Monahan echoed this perspective: “If you’re implementing AI and achieving efficiencies, we want those gains reflected in our billing.”
The End of “Performative AI”
One of the most insightful remarks from the session came from Monahan’s critique of superficial AI strategies. She cautioned against firms treating AI as merely a checkbox item. “Sometimes it feels more performative than substantial,” she stated. “It’s as if they say, ‘Look, we consulted with clients on AI,’ and then proceed with existing practices.”
Instead, clients are looking for real change supported by measurable outcomes. “We seek partners who follow through on their promises, listen to our needs, and can demonstrate the effective use of AI,” Monahan emphasized.
Creating Collaborative AI Deployment
Monahan highlighted the exceptional experiences that arise when firms treat AI as collaborative allies. “I’ve had numerous excellent experiences with our partner firms,” she remarked. “These A+ interactions stem from attorneys and partners who are open-minded and willing to rethink their collaborations with us.”
These strong partnerships involve firms eager to share their wealth of industry and client knowledge. “They assist us in testing innovations and provide feedback on what works, what doesn’t, and how we can improve,” Monahan continued.
Emily Colbert reinforced this sentiment, stating, “There’s a fantastic opportunity for law firms to present themselves not just as collaborators but as innovation leaders.”
Meeting Users at Their Point of Need
Effective AI implementation doesn’t simply involve equipping every attorney with tools and hoping for success; it demands a strategic approach. At Husch Blackwell, Rooney employs “AI Solution Strategists” who “parachute in at critical moments” to assess whether AI can address a specific client challenge.
This focused strategy promotes organic adoption. When attorneys witness AI resolving an urgent issue, their initial skepticism diminishes. “Now, our attorneys approach us with challenges consistently,” Rooney noted. This ongoing dialogue enables the firm to identify valuable use cases they hadn’t previously considered.
Monahan described how Ford employs a comparable “bottom-up” method with workshops titled “Bring Your Own Problem” (BYOP). These sessions emphasize peer-to-peer learning, where legal professionals tackle real-world challenges together.
For change management and adoption, we need to engage users at the moment they face a challenge. This is not AI for AI’s sake; it’s about how teams can actively solve pressing problems.
Head of CoCounsel, Thomson Reuters
AI as the Ultimate Coach
Beyond document review and research, AI is emerging as a significant developmental tool. Monahan views AI as a mentor, facilitating mock negotiations and depositions. However, she emphasized that technology shouldn’t exist in isolation. “Firms and partners need to take an active role in developing and deploying these tools, guiding younger attorneys in their growth,” she insisted.
The technology is already showcasing remarkable sophistication. Rooney pointed to AI tools that simulate depositions, allowing attorneys to practice against challenging opposing counsels or evasive witnesses. This advanced capability provides lawyers with a safe environment to refine their skills prior to facing real courtroom scenarios.
Building the Future of Legal Collaboration
While there are common concerns about AI replacing attorneys, the panel expressed optimism about the future. Monahan forecasts that the volume of legal work will grow as more business matters demand legal oversight.
“Lawyers will need to become more context-aware and data-driven as they must analyze and assimilate larger volumes of information,” she articulated. “A human brain alone can’t achieve this. AI support will be crucial.”
Emily Colbert highlighted Thomson Reuters’ unique role in facilitating this evolution. “Our goal is to enhance the capabilities of technology continuously. We aim to foster trust and reliability in the tools available for legal work,” she stated.
Trust in AI Alliance
Thomson Reuters is pioneering responsible AI innovation through the Trust in AI Alliance, collaborating with industry leaders such as Anthropic, Google, OpenAI, and AWS.
Thomson Reuters is dedicated to developing solutions that address the billing and value measurement challenges highlighted during the discussion. “We currently utilize in-house counsel expense software,” Colbert mentioned. “We’re exploring how to integrate it into our offerings to provide ROI data and tackle this issue. This is an exciting aspect of our 2026 roadmap.”
The company’s vision also encompasses comprehensive collaboration platforms. “We envision CoCounsel evolving into a true partner that collaborates across law firms and in-house counsel,” Colbert noted. This strategy builds upon Thomson Reuters’ long-standing commitment to client collaboration, integrating products like HighQ into the AI-driven future of legal work.
The Path Forward
The transformation driven by AI in the legal sector signifies more than a mere technological shift—it’s a cultural evolution toward openness, partnership, and value-centric practices. Firms prepared to move beyond superficial AI strategies and embrace profound collaborative innovation will redefine the legal profession in the 21st century.
Are you ready to begin realizing measurable AI value? Watch the full SKILLS Showcase discussion on-demand and discover how industry leaders are shaping the future of legal collaboration.
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