Innovation in legal has never been easy. Billable pressure, risk-aware instincts and teams already at capacity make change hard. But the ground has moved - clients expect more, AI is already in the building, and standing still is not an option for firms, in-house teams and every legal professional.
Hard, yes. But now, critical.
New tools matter, but they're only part of the picture. Real innovation happens when legal teams solve problems, find better ways to work and deliver value to clients and stakeholders.
So, what does innovation look like in practice, and what does it take to stay resilient and make it stick?
The good news: there is no single approach, and now better frameworks exist to help - according to legal innovation and transformation specialist Caroline Ferguson.
"It varies enormously by firm, organisation and team," she explains. "There is a full spectrum from teams stuck in existing ways of working, to those optimising what they're already doing, right through to teams that have taken the time to understand their current processes properly and then rethink and redesign from the ground up."
Sometimes innovation starts with a small frustration: a matter update that takes too long, a template no one trusts or a handover process that creates more work than it saves. Sometimes it's something much bigger. Either way, it starts with someone refusing to accept “that’s just the way we do it”.
The tool isn’t the transformation
With AI attracting so much attention, it is easy to assume that innovation is mainly about adopting new tools. But there is much more to it.
"To get the full benefit of AI, and to use it responsibly, ethically and safely, legal professionals need to understand process, data, tech, governance and, most importantly, people."
This reflects a broader challenge across the profession. According to the Centre for Legal Innovation's 2026 Future of Law Report, while 86% of legal professionals are actively using or piloting AI, only 19% are redesigning legal services around it.
That gap is where value is lost - for clients who expect more, for leaders who have invested, and for teams left to cope with new tools and old processes.
Let’s be honest: innovation in legal is hard
Everyone agrees things need to change. Few have the time to change them.
"Transformation is hard. And many people in the legal profession are already at capacity. When there's no headspace, energy or time, projects stall or fade once the initial push is over."
The Centre for Legal Innovation’s 2026 Future of Law Report found only 3% of respondents believe the profession is well prepared for the next three years.
The good news is that we no longer have to rely on good intentions alone. Better frameworks now exist to help. One practical example is RISE from Dr. Floor Blindenbach of Organizing4Innovation. It prompts you to ask four straightforward questions of any innovation effort:
- Reward - what’s in it for the team?
- Investment - what support and resources are required?
- Support - what obstacles need to be removed?
- Expectations - what does success look like and how long will it take to get there?
Innovation can feel out of reach when teams are already stretched. But it doesn't have to begin with a major overhaul. Small improvements to everyday processes, such as simplifying a workflow, updating a template or improving client communication, can create immediate benefits while building confidence and capability for larger changes in the future.
Everyone can spark it. Leaders help make it stick
Innovation is often seen as something that comes from senior management, but everyone in a legal team can play a part.
"Leadership support is a critical ingredient, but innovation doesn't start only at the top. Anyone can spot a pain point, get curious about how to solve it, and start a conversation."
This could mean questioning a process that creates unnecessary work, listening to feedback from clients or colleagues, or suggesting a different approach to a recurring problem.
A great first step is starting small, picking one frustration, then asking what’s in it for the team, what do we need, what’s in the way, and what does success look like and by when.
The Skills Legal Professionals Will Need
As the legal profession continues to evolve, Caroline believes the most valuable skills won't be technical. She points to three in particular: "curiosity, listening and compassion".
These skills help lawyers understand what's really needed, whether that's from a client, a colleague or the wider business. They also make it easier to navigate change and bring people along with it.
Caroline also emphasises the importance of working across people, process, data, technology and governance. Lawyers who can connect those pieces, and understand how their organisation actually operates, will be better placed to spot opportunities for improvement and create meaningful change.
Why Study Innovation?
Spotting the problem is the easy part. Knowing how to turn it into a change that sticks is the skill the profession is short of.
Our Legal Business Management LB9 - Innovation subject focuses on developing the practical skills needed to identify problems, explore solutions and support change in the workplace.
Through practical learning, students will learn how to:
- Understand what’s driving innovation in legal
- Identify opportunities to improve legal operations
- Use design thinking and problem-solving frameworks
- Turn real business problems into practical solutions you can put to work
- Build the confidence to lead and influence change
- Create measurable outcomes that promote an innovative culture
Delivered over 12 weeks, the subject combines theory with practical application. Students work on real business problems and develop solutions they can apply in their own organisations.
It can be completed as a standalone subject, contributes CPD points and may also count towards broader postgraduate qualifications.
The subject starts 9 November 2026. Enrol now.
MEET YOUR LB9 – INNOVATION LECTURER: CAROLINE FERGUSON Caroline Ferguson began her career as a finance lawyer before moving into innovation and technology at Allen & Overy (now A&O Shearman). She has since held senior leadership roles, including Director of Business Transformation and Chief Operating and Transformation Officer. She has designed and led projects to build new capabilities and skills, introduce new technology that improves collaboration and productivity, and develop new business models that better meet client needs. Today, Caroline is a Legal Operations, Legal Tech and AI consultant and the founder of Intentional AI, a new consultancy which helps organisations use AI in ways that have a positive impact on their people and processes. Caroline is passionate about the people side of technology and change. She believes the success of any innovation depends less on the tools than on the people who use them. Throughout her career, she has brought teams together and created space for them to find better ways of working, and she has seen how leaders who build connection and psychological safety help teams experiment, adapt and innovate. In this course, she shares practical insight into leading change that sticks. |