Blog

General Counsel and Legal Ops leaders are being asked to deliver more transparency, efficiency and strategic value, often without proportional increases in headcount. But how are corporate legal teams really operating behind the scenes?

“Deterministic” is one of those words that gets used a lot in legal automation conversations, especially now that AI is becoming embedded in everyday workflows. It sounds technical, maybe even slightly intimidating. But the concept itself is.

For the past two years, legal AI has largely been framed as a productivity story. Draft faster. Research quicker. Summarise in seconds. And it worked. AI workspaces proved their value by helping lawyers move more efficiently through familiar tasks..

If you lead innovation or knowledge management at a large law firm, chances are you’re seeing the same pattern play out. New AI tools arrive with big promises. Pilots get approved. Early demos look impressive. Lawyers draft faster, review quicker,.

AI is no longer new. What is new is the growing gap between experimentation and impact. Most organisations have tried AI (copilots, chat tools, point solutions), yet many are still struggling to turn that experimentation into measurable business.

A lot of the conversation around AI focuses on tools. Less of it focuses on execution. We recently sat down with our CTO Ben Stoneham, to talk about why we built Applied AI Agents, and what it actually takes to move from AI experimentation to real.