Six conversations every SME law firm should be having after LegalGeek Growth 2026

LegalGeek Growth 2026 was packed with discussions about artificial intelligence, innovation and the future of legal services.

One of the most striking takeaways was that very few of the conversations were really about technology, but instead about clients, trust, people, leadership and how law firms can adapt to a changing world without losing what makes them valuable.

For many small and medium-sized law firms, we understand that the challenge is knowing where to focus time, energy and investment. Based on the sessions we attended, here are six conversations that leadership teams may want to be having right now to assist with that focus. 

1. Are we solving the right problems?

One theme surfaced repeatedly throughout the event; firms should stop leading with technology and start leading with clients.

It is easy to become distracted by the latest AI platform, automation tool or software update. The firms making the greatest progress are often those that begin by understanding a client challenge and then identifying the most appropriate solution. Before investing in new technology, consider asking:

•    What do our clients find frustrating?
•    Where do delays occur?
•    Which parts of the client journey create uncertainty?
•    What do clients value most about working with us?

The answers may lead to artificial intelligence, or they may point towards clearer communication, better processes or a more consistent client experience.

As Richard Susskind suggested during his keynote, firms should spend less time asking what technology means for lawyers and more time considering what it means for clients.

2. Are we preparing for tomorrow while improving today?

Much of the discussion around Artificial General Intelligence focused on the longer-term future of legal services and how the profession may evolve during the next decade.

While those conversations are important, many firms still have opportunities much closer to home through ideas such as:

•    document production
•    client onboarding
•    workflow management
•    knowledge sharing
•    administrative processes

Rather than waiting for transformational change, firms may benefit from identifying one process each quarter and asking how it could be made simpler, faster or easier for both colleagues and clients. The future of legal services may be transformational, but we often see meaningful progress that begins with small improvements implemented consistently over time.

3. Are we ready for AI, or are we simply using it?

When talking about AI, several speakers highlighted the importance of governance, transparency and trust, both with clients and colleagues. Research shared during the event suggested that while many firms believe they are communicating their use of AI effectively, significantly fewer clients recall those conversations. Firms may therefore wish to consider:

•    Who owns AI within the business?
•    Do we have a clear policy?
•    How are outputs reviewed and verified?
•    How do we communicate AI use to clients?
•    Are we discussing AI regularly at Board level?

4. How are we developing the next generation of lawyers?

One of the most interesting discussions centred on the skills future lawyers will need. Technical legal expertise will always matter, but many speakers argued that the real differentiators in the future will be communication, judgement, commercial awareness and relationship-building. Several panellists highlighted concerns that as technology takes on more routine work, younger lawyers may have fewer opportunities to develop these skills naturally, which raises important questions for firms, such as :

•    Are junior lawyers being invited to client meetings?
•    Do they have opportunities to lead conversations and build confidence?
•    Are they receiving feedback on how they communicate, not just on the quality of their legal work?

Developing these skills does not have to be limited to client work; networking, business development activities, mentoring programmes and involvement in wider firm initiatives can all help junior lawyers build confidence, commercial awareness and stronger communication skills.

5. Are we treating cyber security as a business issue?

Cyber security featured heavily throughout the event, with experts warning that AI is enabling threat actors to operate more quickly, more convincingly and at greater scale than ever before. Phishing remains one of the most common attack methods, but increasingly sophisticated impersonation attempts and AI-generated communications are creating new challenges for firms.

Several speakers emphasised that cyber security should no longer sit solely with IT teams. It is a leadership issue that requires visibility, discussion and ownership at Board level. Ensuring leaders take cyber security seriously is often the best defence, and firms should be considering the following:

•    Does the Board discuss cyber risk regularly?
•    Does everyone know what to do if an incident occurs?
•    Have response plans been tested?
•    Are colleagues receiving regular training?

Business interruption often has a greater impact than the attack itself, so being prepared is just as important as prevention.

6. Are we creating an environment where people can perform at their best?

Perhaps one of the most thought-provoking sessions focused on burnout, wellbeing and sustainable performance. Charlene Gisele's workshop explored the importance of recognising stress before it becomes overwhelming and highlighted the role that physical, mental and social wellbeing can play in long-term performance.

Alongside this, discussions around alternative working models, including four-day week success stories, challenged firms to think differently about productivity and performance.

Several speakers challenged firms to stop viewing wellbeing as separate from business performance, encouraging leaders to think about wellbeing, engagement, retention and culture as factors that directly influence client service, productivity and long-term success. As a leadership team, it may be worth asking:

•    Are workloads sustainable?
•    Do people feel able to raise concerns?
•    Are we creating opportunities for recovery and development?
•    Are we measuring the right indicators of success?

The opportunity for independent law firms

One encouraging message from LegalGeek was that independent firms often possess qualities that clients value highly, such as agility, accessibility, strong relationships and a deep understanding of their communities.

The opportunity for firms lies in combining those strengths with thoughtful adoption of technology, effective risk management and continued investment in people. The future of legal services will undoubtedly continue to evolve, but firms that remain focused on clients, colleagues and continuous improvement will be well placed to succeed.

At LawNet, we are here to help firms have these conversations. Whether through our events, discussion groups, LawNetConnect or the experiences shared by fellow members across the network, one of the greatest benefits of membership is the opportunity to learn from others facing the same opportunities and challenges. Members can log on to LawNetConnect today to find out more, or contact us for more details about how you can be involved in these discussions. 

You can read our companion article, LegalGeek Growth 2026: five themes shaping the future of law firms, for a broader overview of the key trends emerging across the legal sector.

Karen Clarkson is LawNet's Head of Community and Communications.