The Future of the Legal Profession

New Business Strategies

Client demand drives market behaviour, and modern clients expect high‑quality service for lower cost. Firms are responding by adopting more efficient sourcing strategies, including offshoring work to lower‑cost jurisdictions and nearshoring to more affordable neighbouring countries. Increased competition has pushed firms to rethink traditional operating models and embrace innovation rather than resist it. Richard Susskind’s Tomorrow’s Lawyers provides a detailed overview of these emerging business structures and the economic pressures behind them.

LegalTech as a Core Requirement

Technology has been one of the biggest drivers of change over the last 20 years. Law firms now rely on advanced systems to streamline internal processes and improve client access. Tools such as document automation can outperform junior staff in speed and consistency, although the view that technology is universally superior remains contested.

During the “Legal Tech 101” webinar, Will Lloyd of Addleshaw Goddard emphasised that human lawyers remain essential because of AI algorithms' limitations. Similarly, Alejandro Touriño argued in IE University’s “Legal Tech: Present and Future” webinar that technology enhances legal work rather than replaces lawyers. Humans continue to supervise, interpret, and refine technological outputs.

However, many systems remain too complex for clients, and outdated technology increases cost rather than reducing it. Firms must adopt accessible, user‑friendly platforms that allow clients to track progress and engage with their cases. Early Web‑based systems such as Cybersettle demonstrated the potential for online dispute resolution decades ago, and modern equivalents are now gaining traction.

LegalTech interest is growing across the profession, supported by lawyers active on social media. Platforms such as BamLegal, Legl, Ironclad, and Nivaura illustrate how technology is reshaping legal workflows and client interaction.

The Era of O‑Shaped Lawyers

The O‑Shaped Lawyer Project aims to develop lawyers who are open‑minded, adaptable, and equipped for a rapidly changing legal ecosystem. Traditional black‑letter expertise alone is no longer sufficient. The profession increasingly values innovation, technological literacy, and flexible service delivery.

Aspiring lawyers must understand market transformation. Richard Susskind highlights emerging roles such as legal knowledge engineer, legal process analyst, and legal management consultant. These positions require skills beyond doctrinal knowledge, including systems thinking, project management, and technological fluency.

Future lawyers must also earn public trust and engage socially. Matthew Hill of the Legal Services Board describes legal practice as a public and social contract. Community involvement, volunteering, and pro bono work help build credibility and demonstrate commitment to public service. Opportunities include Citizens Advice, the National Pro Bono Centre, and initiatives such as CrowdJustice. Robert Hanna’s appearance on The One Take Show offers further insight into the skills modern candidates need.

Building a Personal Brand

Digital presence is now a professional expectation. Social media is no longer discouraged; it is a strategic tool for visibility and career development. LinkedIn remains the most important platform for young lawyers who have not yet built a reputation. Personal branding lets new entrants showcase their expertise, values, and professional identity.

Examples include Chrissie Wolfe, Eloise Skinner, Robert Hanna, and Jodie Hill, who use social media to promote their work and businesses. Content should be tailored, professional, and authentic. Influencers such as Shay Rowbottom and Jonathan Javier offer practical guidance on improving LinkedIn profiles and leveraging digital networks.

The Future of Dispute Resolution

The pandemic demonstrated that change in the justice system is possible and, in some cases, necessary. Although traditionally slow to modernise, the judiciary has adopted new digital processes that may pave the way for fully online courts.

A University of Cambridge webinar, “Criminal Justice in a Pandemic: The Courts,” raised concerns about juries being unprepared and a potential shift in barristers’ roles if trials move online. Virtual hearings reduce opportunities for courtroom performance, potentially narrowing the distinction between barristers and solicitors. While these changes may challenge tradition, technological advancement offers clear benefits in efficiency, accessibility, and client understanding.