"Leaders need to make themselves vulnerable when it comes to AI. As Rajan observed, there is power in saying I don't know. Of admitting that I don't know what the future will hold or what the best AI use cases will be. That's a hard pill for most lawyers to swallow and for managing partners of a firm full of aggressive lawyers to admit."
"Their conclusions? Be flexible. Look at AI and what it can do holistically. Deal with not knowing the future by admitting that you don't. The contrast with AI legal thinking could not have been more striking. Legal still sees AI as just something to add on here and there instead of a potential new reality. It's like driving pell-mell into the future while looking at the rear-view mirror."
Business leaders urged flexibility and vulnerability in facing AI-driven exponential change, advising admission of uncertainty about future use cases. Leadership should accept the future may be fundamentally different and prioritize nimbleness over predictions. AI should be treated as an end-to-end workflow transformation rather than a bolt-on tool applied to legacy processes. Organizations should reimagine entire workflows, invest in experimentation, research and development, and view adoption as a journey not a destination. Legal culture often resists this mindset, treating AI as an add-on and looking backward instead of rethinking work for new realities.
Read at Above the Law
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